building an inclusive culture (National Safety Council Nebraska annual conference)
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slides from a joe gerstandt presentation at the National Safety Council Nebraska annual conference on building an inclusive organizational culture
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building an inclusive culture (National Safety Council Nebraska annual conference)
- 3. @joegerstandt Hospital Corporation of America Principal Financial Experian Financial Sletten Construction Centric Consulting ConAgra Foods Target Cox Communications Navigant Consulting Veridian Credit Union Bankers Trust Walmart Alegent Health Federal Aviation Administration Progressive Insurance Citizens Electric
- 4. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 5. simple self assessment • assess your organization on 8 characteristics • red = bad • yellow = fair • green = good • start thinking about a move forward plan
- 6. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 7. What looks like resistance is often a lack of clarity. Switch, Dan and Chip Heath
- 8. diversity…
- 10. 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.
- 16. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
- 17. inclusion: The actions that we take to include additional difference in a process or group.
- 18. 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…”
- 19. low belongingness high belongingness low value in uniqueness high value in uniqueness
- 20. 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
- 21. 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
- 22. 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.
- 23. 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.
- 24. 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.
- 25. language & logic 1.Common language. 2.Clear and concise. 3.Consistently known. (what, why & how) 4.Business case.
- 26. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 27. employment practices 1.Perceived fairness. 2.Perceived consistency. 3.Explicit, clear, concise. 4.Malleable.
- 28. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 29. orientation towards difference Is difference viewed (formally and informally) as a positive thing?
- 30. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 31. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 32. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 33. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 34. Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
- 35. We simply decide without thinking much about the decision process. -Jim Nightingale
- 36. decision making 1.Prioritize diversity of input. 2.Explicit agreements. 3.Support & training. 4.Conflict management integral to leadership / management model.
- 37. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 43. consider a ten person team 1 2 4 5 9 3 876 10
- 45. Outcome disparities often linked to social disparities.
- 46. homophily: the tendency of individuals to associate and bond with similar others. The presence of homophily has been discovered in a vast array of network studies. More than 100 studies have observed homophily in some form or another and establish that similarity breeds connection. These include age, gender, class, and organizational role.
- 47. social network analysis From time to time people discuss important matters with other people. Looking back over the past six months, who are the people with whom you discussed matters important to you?
- 48. social network analysis Consider the people you communicate with in order to get your work done. Of all the people you have communicated with during the last six months, who has been the most important for getting your work done?
- 49. social network analysis Consider an important project or initiative that you are involved in. Consider the people who would be influential for getting it approved or obtaining the resources you need. Who would you talk to, to get the support you need?
- 50. social network analysis Who do you socialize with? (spending time with people after work hours, visiting one another at home, going to social events, out for meals and so on) Over the last 6 months, who are the main people with whom you have socialized informally?
- 51. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
- 52. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity What do you have? What do you have a lot of? What do you not have? What do you need to do differently?
- 54. relational networks 1.Value relationships and relationship building. 2.Bridge building. 3.Big, far-reaching networks. 4.Diverse networks.
- 55. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 57. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 58. access Do employees (regardless of who they are) have access to: 1.Information. 2.Influence. 3.Change.
- 59. 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. evidence based approach to human behavior and bias
- 60. When Performance Trumps Gender Bias: Joint versus Separate Evaluation Iris Bohnet Alexandra van Geen Max H. Bazerman Harvard Business School Working Paper 12-083 | March, 2012
- 61. human intelligence 1.Accurate understanding of human nature. 2.Efforts to mitigate bias. 3.Variance in employee experience. 4.Authenticity.