FORWARD! Authenticity, Diversity and Inclusion for The Future
7 likes2,028 views
The document discusses the top regrets of the dying, emphasizing the importance of living authentically and maintaining connections. It highlights issues of diversity and inclusion within groups, stressing that true diversity enhances performance and creativity. Additionally, it addresses the challenges of groupthink and the need for individuals to express their unique perspectives to foster an inclusive environment.
![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.](https://image.slidesharecdn.com/forward-140404115543-phpapp02/85/FORWARD-Authenticity-Diversity-and-Inclusion-for-The-Future-59-320.jpg)
FORWARD! Authenticity, Diversity and Inclusion for The Future
- 3. FORWARD!
- 7. 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.
- 8. 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.
- 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. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
- 14. •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
- 15. There can be no happiness if the things we believe in are different from the things we do. -Freya Stark
- 19. Who are you?
- 20. What are you here for?
- 21. What is your gift?
- 22. share
- 26. you need a team
- 29. share
- 31. How will you help others?
- 33. moving forward A commitment to diversity must begin with a commitment to individual authenticity. #wdnfwd @joegerstandt
- 34. moving forward Your first contribution to a more diverse workforce lies in making your unique contribution. #wdnfwd @joegerstandt
- 38. MT engineers
- 47. 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.
- 48. 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
- 49. consider decision making… 1 - 10 What makes it better? So, how do you do…
- 51. We simply decide without thinking much about the decision process. -Jim Nightingale
- 52. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 53. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 54. 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
- 55. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 56. What looks like resistance is often a lack of clarity. -Switch, Dan and Chip Heath
- 57. diversity…
- 59. 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.
- 65. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
- 66. difference makes a difference… • “we vs. they” mentality • stereotyping • in-group favoritism • inter-group conflict • satisfaction, performance, turnover all get worse
- 67. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 68. 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…”
- 69. inclusion: “I define connection as the energy that exists between people when they feel seen, heard, and valued; when they can give and receive without judgment; and when they derive sustenance and strength from the relationship.” -Brene Brown
- 70. 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.
- 71. Thinking about inclusion… How safe is it to be unpopular here?
- 72. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
- 73. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
- 75. Solving technical problems Analyzing complex issues Logical approach Interpersonal aspects of situations Ice breakers Socializing in meetings Conceptualizing Innovating Seeing the big picture Routine Meetings Details Structure Expressing ideas Understanding group dynamics Team building Logic ahead of feelings No interaction with people Implementing ideas Developing plans Follow-up and completion “Blue Sky” thinking Not following the rules Joys Frustrations Joys Frustrations Joys Frustrations Joys Frustrations Cerebral Mode (abstract & intellectual thought) Limbic Mode (concrete and emotional processing) LeftMode RightMode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE
- 81. The Social Origin of Good Ideas -Ronald Burt, University of Chicago Teams with greater training and experiential diversity introduce more innovations. “Management Team Tenure and Organizational Outcomes” Finkelstein, Hambrick (1999) Administrative Science Quarterly & “Management and Innovation” Bantel, Jackson (2002) Strategic Management Journal
- 84. MBA Harvard University 100 people team #1 team #2
- 85. MBA Harvard University 100 people team #1 team #2
- 86. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
- 88. 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
- 89. but…
- 90. team #1 This team greatly overrates its own problem solving capacity.
- 91. team #2 This team greatly underrates its problem solving capacity.
- 92. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
- 94. dysfunction
- 97. also dysfunction
- 100. 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
- 102. 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
- 103. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
- 107. 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.
- 115. when the brain locks onto a pattern, it does not seek alternative
- 116. 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.
- 120. 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.
- 121. 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.
- 122. 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.
- 123. If you do not intentionally, include, you will unintentionally exclude.
- 124. how
- 125. doing inclusion work to have a beginners mind
- 126. fight more better doing inclusion
- 127. high difference low difference high interaction learning growth self-organization stress conflict exhaustion celebration reinforcement energy low productivity wasted energy factions low interaction reflection safety clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 128. high difference low difference high interaction move to low difference: Tell a joke. State a shared value or belief. Share personal experience. Pick a low difference topic. move to low interaction: Stop communicating. Leave the area. Explain yourself. Pick a low communication topic. low interaction move to high interaction: Ask a question. Use another medium. Listen more. Pick a high communication topic. move to high difference: Amplify little differences Play devils advocate Pick a high difference topicDifference Matrix Glenda Eoyang HSDI
- 129. doing inclusion disentangle intentions and outcomes
- 130. doing inclusion use new tools
- 137. consider a ten person team 1 2 4 5 9 3 876 10
- 138. 1 9 7 6 5 2 3 8410
- 139. Where do good ideas come from? That is simple…from differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. -Nicolas Negroponte, founder MIT Media Lab
- 140. The social origins of good ideas.
- 142. 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?
- 143. 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?
- 144. 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?
- 145. 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?
- 146. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
- 147. 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?
- 148. Who do you discuss new ideas with? Who do you turn to for help? Who do you get the most valuable information from? Who do you trust to keep your best interests in mind?
- 149. Please take a few seconds and fill out the survey.