transforming your organizational culture (omaha young professionals)
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slides from a joe gerstandt presentation on making your organizational culture more inclusive @joegerstandtTRANSCRIPT
“We need in every community a
group of angelic troublemakers.”
Bayard Rustin
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1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. employee access
8. behavioral intelligence
9. inclusive leadership
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. employee access
8. behavioral intelligence
9. inclusive leadership
what
why
how (measure)
how (move)
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. employee access
8. behavioral intelligence
9. inclusive leadership
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. behavioral intelligence
9. inclusive leadership
What looks like
resistance is
often a lack of
clarity.Switch, Dan and Chip Heath
The concept of diversity encompasses
acceptance and respect. It means understanding
that each individual is unique, and recognizing
our individual differences. These can be
along the dimensions of race, ethnicity, gender,
sexual orientation, socio-economic status, age,
physical abilities, religious beliefs, political beliefs,
or other ideologies. It is the exploration of these
differences in a safe, positive, and nurturing
environment. It is about understanding each other
and moving beyond simple tolerance to
embracing and celebrating the rich dimensions of
diversity contained within each individual.
Similarities and differences
among employees in terms
of age, cultural background,
physical abilities and
disabilities, race,
religion, sex, and sexual orientation.
diversity…
difference
diversity…
di·ver·si·ty[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.
difference
relational
diversity…
difference
relational
takes
many forms
diversity…
difference
relational
takes
many forms
disruptive
diversity…
↑diversity =
↑variance in
performance
groups with more diversity
perform better or worse than
groups with less diversity
identity diversity:Differences in our social identities.
cognitive diversity:Differences in how we think and solve problems.
inclusion:
The actions that we
take to include
additional difference
in a process or group.
inclusion:“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution was valued…”
“…my perspective is always considered…”
“…I have a say in what happens…”
low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
high value in
uniqueness
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.
self censorship
playing small
covering
downplaying differences
conforming
playing into expectations
Fear of Being Different Stifles
Talent
•29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonly associated with a given
identity
•57% avoided sticking up for their
identity group
•18% limited contact with members of
a group they belong to
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????????????????????????????
????????????????????????????
??????Is it safe to be unpopular
here????????????????????????
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Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman & Morris, Advances in Experimental Social
Psychology
groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic appraisal of alternatives.
Group members try to minimize
conflict and reach a consensus
decision without critical evaluation
of alternative ideas or viewpoints.
dysfunctional
also
dysfunctional
Group intelligence is not strongly tied to either the average intelligence of the
members or the team’s smartest member.
-Thomas Malone, MIT Center for Collective Intelligence
language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. employee access
8. behavioral intelligence
9. inclusive leadership
behavioral intelligence
1.Accurate understanding of
human nature.
2.Variance in employee
experience.
It requires no hatred or fear to
assign meaning to the things
that we see, we do it
automatically.
The problem is that we forget,
do not realize, or deny that
this even happens.
stereotype
waitress librarian
smoke
bowl
eat hamburgers
smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
pygmalion effect
Based on research by Robert
Rosenthal and Lenore
Jacobson, showing that
biased expectations affect
reality and create self-
fulfilling prophecies as a
result.
confirmation bias
Our tendency to search for or interpret new information in
a way that confirms preconceptions and avoids
information and interpretations which
contradict prior beliefs.
fundamental attribution error
An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the
social environmental forces influencing the person.
homophily: the tendency of
individuals to associate
and bond with similar others.
More than 100 studies have
observed homophily in some
form or another establishing that
similarity breeds connection.
These include age, gender, class,
and organizational role.
If you do not
intentionally,
include, you will
unintentionally
exclude.
When Performance Trumps Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business SchoolWorking Paper 12-083 | March, 2012
work to
have a
beginners
mind
seek novelty
“We need in every community a
group of angelic troublemakers.”
Bayard Rustin