Future of Diversity and Inclusion 4 Next Practices (HRAM 2015)
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This document discusses concepts related to diversity, inclusion, and unconscious bias. It begins with definitions of key terms like stereotyping, unconscious bias, and the dual-system model of thinking. It then discusses how bias can influence decisions and behaviors without awareness through automatic mental associations. The document advocates giving organizations an accurate understanding of human behavior and looking for ways to mitigate bias in important decisions. Overall, it provides an overview of research on unconscious bias and promotes inclusion practices.
Future of Diversity and Inclusion 4 Next Practices (HRAM 2015)
- 4. “Well, I could be wrong, but I believe diversity is an old, old wooden ship that was used during the Civil War era.” -Ron Burgundy (Anchorman)
- 5. Inclusion!
- 6. Inclusion?
- 7. Inclusion? What does that mean?
- 8. Inclusion? What does that mean? Who…
- 9. Inclusion? What does that mean? Who is included…
- 10. Inclusion? What does that mean? Who is included in what?
- 11. Inclusion? What does that mean? Who is included in what? What kind of things do you do to be inclusive?
- 12. Gender Equity Women’s salary will achieve equity in 2105 Women in management will achieve equity in 2100 Office of Accounting and Budget, September 2010
- 13. People of Color F100 boards 2004 14.9% 2010 15.5% 2010 Alliance for Board Diversity Census
- 14. @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 Marriott Federal Aviation Administration Progressive Insurance Citizens Electric
- 15. “We need in every community a group of angelic troublemakers.” Bayard Rustin
- 16. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence Where shall we go from here?
- 17. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence
- 18. Top Regrets of The Dying Bronnie Ware, palliative nurse
- 19. 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.
- 20. Fear of Being Different Stifles Talent Harvard Business Review March 2014 Kenji Yoshino, Christie Smith
- 22. •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
- 23. 66%of these employees said that it significantly undermined their sense of self
- 24. 50%stated that it diminished their sense of commitment
- 25. Inclusion and Diversity in Work Groups: A Review and Model for Future Research Lynn M. Shore Amy E. Randel Beth G. Chung Michelle A. Dean Karen Holcombe Ehrhart Gangaram Singh San Diego State University Journal of Management Vol. 37 No. 4, July 2011
- 26. low belongingness high belongingness low value in uniqueness high value in uniqueness
- 27. low belongingness high belongingness low value in uniqueness high value in uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 28. 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 inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 29. 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 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.
- 30. 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.
- 31. Is it safe to be unpopular?
- 32. Is there a penalty for candor?
- 33. Are there things we do not discuss?
- 34. consider culture… 1 - 10 What needs to change?
- 35. assimilation inclusion Individual is treated as an insider in the work group when he/she conforms to dominant culture norms and downplays uniqueness. Individual is treated as an insider and is allowed and encouraged to retain uniqueness within the work group. 1 2 3 4 5 6 7 8 9 10
- 36. do stuff! • start with yourself • reward initiative, expression & risk taking • provide variety of ways to participate & share • provide employees with more choice
- 37. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #HRAM
- 38. 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
- 39. How do you make decisions?
- 40. 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
- 41. 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.
- 43. dysfunction
- 46. also dysfunction
- 47. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
- 50. 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. 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
- 53. do stuff! • explicit framework for decision making and disagreement • promote, teach, reward respectful disagreement and assertive communication • conflict management as a core management competency
- 54. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #HRAM
- 56. Maybe this looks more familiar?!
- 59. consider a ten person team 1 2 4 5 9 3 876 10
- 63. 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?
- 64. 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?
- 65. 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?
- 66. 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?
- 67. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
- 68. 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?
- 69. do stuff! • prioritize relationships • make social time and space • deliberate efforts to build bridges • social tools
- 70. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #HRAM
- 71. “Time and again, the research shows that interviews are poor predictors of job performance because we tend to hire people we think are similar to us rather than those who are objectively going to do a good job.” -Ori Brafman, quoted in “Overcoming the ‘Sway’ in Professional Life”. The New York Times July 15, 2008.
- 73. This is a good person. good bad
- 74. This is a good person. good bad
- 76. Less than 15% of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall. Less than 4% of American men are over six foot, two inches tall, yet more than 36% of corporate CEOs are over six foot, two inches tall. Timothy A. Judge, Ph.D., University of Florida, and Daniel M. Cable, Ph.D., University of North Carolina
- 78. Using data from actual auditions for 8 orchestras over the period when screens were introduced, auditions with screens substantially increased the probability that women were advanced (within the orchestra) and that women were hired. These results parallel those found in many studies of the impact of blind review of journal article submissions. Caffrey, M. (1997, May 12). Blind auditions help women. Princeton Weekly Bulletin. Based on Goldin, C & Rouse, C. (2000). Orchestrating impartiality: The impact of “blind” auditions on female musicians. American Economic Review, 90, 715–741.
- 80. Bias is:
- 81. Bias is: • a mental shortcut • automatic association
- 82. mental associations without: • awareness • intention • control These often conflict with our conscious attitudes, behaviors, and intentions. What is Unconscious Bias?
- 86. anterior cingulate cortex: autonomic functions, rational functions (decision-making, empathy, reaction to reward, emotion, etc.)
- 92. 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.
- 93. mental associations without: • awareness • intention • control These often conflict with our conscious attitudes, behaviors, and intentions. What is Unconscious Bias?
- 94. 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.
- 98. If you do not intentionally, include, you will unintentionally exclude.
- 99. do stuff! • start with yourself • give your organization (and your HR function) an accurate and up to date understanding of human behavior • look for opportunities to mitigate bias in decision making about individuals (interviewing, hiring decisions, evaluation, etc.)
- 100. “We need in every community a group of angelic troublemakers.” Bayard Rustin