Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion

1. The Future of Diversity & Inclusion
BHRDA: TRANSFORMATION

3. “We need in every community a group of angelic troublemakers.”
Bayard Rustin

4. joegerstandt.com
joe.gerstandt@gmail.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081

5. @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

6. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
Where shall we go from here?

7. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt

8. Top Regrets of The Dying
Bronnie Ware, palliative nurse

9. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

10. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

11. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

12. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

13. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

14. Top Regrets of The Dying
1.I wish I’d had the courage to live a life true to myself, not the life others expected of me.
2.I wish I hadn’t worked so hard.
3.I wish I’d had the courage to express my feelings.
4.I wish I had stayed in touch with my friends.
5.I wish that I had let myself be happier.

15. self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles Talent

16. 61%
of the survey participants said they had faced overt or implicit pressure to cover in some way or to downplay their differences from the mainstream

17. •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

18. 66%
of these employees said that it significantly undermined their sense of self

19. 50%
stated that it diminished their sense of commitment

20. low
belongingness
high
belongingness
low value in uniqueness
high valuein uniqueness

21. low
belongingness
high
belongingness
low value in uniqueness
high valuein uniqueness
inclusion:
Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.

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.
high valuein uniqueness
inclusion:
Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.

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.
high valuein 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 valuein 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. Is it safe to be unpopular?

26. Is there a penalty for candor?

27. Are there things we do not discuss?

28. consider
culture…
1 -10
What
needs to change?

29. assimilationinclusion
Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness.
Individual is treated as an insider and also allowed / encouraged to retain uniqueness within the work group.
1 10

31. do stuff!
•Start with yourself.
•Make “inclusion” more tangible.
•Reward initiative, expression & risk taking.
•Provide variety of ways to participate & share.
•Provide employees with more choice
–what to work on
–where & when to work
–who to work with
–how to dress

32. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #SHRM14

33. These theorems that when solving problems, diversity can trump ability and that when making predictions, diversity matters just as much as ability are not political statements. They are mathematical truths.
-Scott Page

34. Group vs. Individual Decision Making
groups
individuals
accuracy
speed
creativity
degree of acceptance
efficiency

35. Group vs. Individual Decision Making
groups
individuals
accuracy
x
speed
x
creativity
x
degree of acceptance
x
efficiency
x

36. 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

37. Group vs. Individual Decision Making
groups
individuals
accuracy
x
speed
x
creativity
x
degree of acceptance
x
efficiency
x

38. groupthink

39. 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.

40. consider decision making…
1 -10
What
makes it better?
Another quick chat…

42. Minority dissent, even dissent that is wrong, stimulates divergent thought. Issues and problems are considered from more perspectives and group members find more correct answers.
-Nemeth, Staw (1989) Advances in Experimental Social Psychology

44. dysfunction

45. dysfunctional disagreement
dysfunctional agreement

47. also
dysfunction

48. If everyone is thinking the same thing, someone isn’t thinking at all.
-George S. Patton

49. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement

50. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always disagree
lack of trust
personal conflict
us vs. them

51. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always disagree
lack of trust
personal conflict
us vs. them
always agree
lack of honesty
meeting after the meeting
avoid conflict

52. dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot

53. 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

54. do stuff!
•Explicit framework for decision making and disagreement.
•Promote, teach, reward respectful disagreement and assertive communication.
•Conflict management as a management competency.

55. low courage
high courage
low
consideration
passive aggressive
aggressive
high consideration
passive
assertive

56. passive:
•do not assert themselves
•allow others to deliberately or inadvertently infringe on their rights
•fail to express their feelings, needs, or opinions
•tend to speak softly or apologetically
•exhibit poor eye contact and slumped body posture

57. aggressive:
•try to dominate others
•use humiliation to control others
•criticize, blame, or attack others
•speak in a loud, overbearing voice
•not listen well
•interrupt frequently
•use “you” statements

58. passive-aggressive:
•mutter to themselves rather than confront the person or issue
•have difficulty acknowledging their anger
•use facial expressions that don't match how they feel -i.e., smiling when angry
•use sarcasm
•appear cooperative while purposely doing things to annoy and disrupt
•use subtle sabotage to get even

59. assertive:
•state needs, feelings and wants clearly and respectfully
•use “I” statements
•listen well without interrupting
•have good eye contact
•speak in a calm, clear tone of voice
•have a relaxed body posture
•not allow others to abuse them

60. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #SHRM14

65. consider a ten person team
1
2
4
5
9
3
8
7
6
10

66. 1
9
7
6
5
2
3
8
4
10

69. homophily:the tendency of individuals to associate andbondwith similar others. More than 100studies have observed homophily in some form or another establishing that similarity breeds connection. These include age, gender, class, and organizational role.

70. 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?

71. 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?

72. 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?

73. 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?

74. analysis
•group
•proximity
•expertise
•hierarchy
•gender
•age
•race
•ethnicity

75. 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?

76. do stuff!
•Prioritize relationships.
•Make social time and space.
•Deliberate efforts to build bridges.
•Social tools.

77. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
@joegerstandt #SHRM14

79. 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.

81. stereotype
An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.

82. stereotype
waitress
librarian

83. smoke
bowl
eat hamburgers

84. smoke
bowl
eat hamburgers
knit
wear glasses
eat salad

85. If you do not intentionally, include, you will unintentionally exclude.

86. 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

87. do stuff!
•Invite an accurate understanding of human nature, including appreciation for the fact that we are naturally biased into your organization.
•Intentional efforts to mitigate bias in decision making about individuals (interviewing, hiring decisions, evaluation, etc.)

88. be a beginner

89. joegerstandt.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
joe.gerstandt@gmail.com
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081
Thank
you!