Inclusion by Design (2016 SHR Diversity Conference) joe gerstandt

Inclusion by Design

Inclusion by Design @joegerstandt #SHRMDIV

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

Bayard

Rustin

joegerstandt.comjoe.gerstandt@gmail.com

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402.740.7081

Fear of Being Different Stifles

TalentHarvard Business Review

March 2014Kenji Yoshino, Christie Smith

What would the number be where you work?

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

66% of these employees said that it significantly undermined their

sense of self

50% stated that it diminished their

sense of commitment

Raise your hand if…

Inclusion!

Inclusion?

What is it?

Why does it matter?

How does it happen?

What gets in the way?

Raise your hand if…

What looks like resistance is

often a lack of clarity.

Switch, Dan and Chip Heath

diversity is…

inclusion is…

Impact of Diversity on Team Performance

Reference: Adler, N. J. International Dimensions of Organizational Behavior.

4th ed. Cincinnati, OH: South-Western, 2002.

Cultural difference becomes an

obstacle to performanceCultural difference becomes an

asset to performance

effectiveness in collective tasksless more

c. Milton J.Bennett, 2008

Copyright © 2009 Hewitt Associates

reference:

Adler, N.J. International Dimensions of Organizational Behavior. 4th ed.

Cincinnati, OH: South-Western, 2002.

c. Milton J. Bennett, 2008

Impact of Diversity on Team Performance

Reference: Adler, N. J. International Dimensions of Organizational Behavior.

4th ed. Cincinnati, OH: South-Western, 2002.

Cultural difference becomes an

obstacle to performanceCultural difference becomes an

asset to performance

effectiveness in collective tasksless more

c. Milton J.Bennett, 2008

Copyright © 2009 Hewitt Associates

diversity

performance

Ignore, deny, suppress differences.

Avoid conflict or do it poorly.

Lots of unwritten rules.

Conformity & obedience are rewarded.

Impact of Diversity on Team Performance

Reference: Adler, N. J. International Dimensions of Organizational Behavior.

4th ed. Cincinnati, OH: South-Western, 2002.

Cultural difference becomes an

obstacle to performanceCultural difference becomes an

asset to performance

effectiveness in collective tasksless more

c. Milton J.Bennett, 2008

Copyright © 2009 Hewitt Associates

diversity

performance diversity

performance

Acknowledge and value differences.

Focus on relationships and healthy disagreement.

Few or no unwritten rules.

Honesty is rewarded.

Impact of Diversity on Team Performance

Reference: Adler, N. J. International Dimensions of Organizational Behavior.

4th ed. Cincinnati, OH: South-Western, 2002.

Cultural difference becomes an

obstacle to performanceCultural difference becomes an

asset to performance

effectiveness in collective tasksless more

c. Milton J.Bennett, 2008

Copyright © 2009 Hewitt Associates

diversity

performance diversity

performance

Which outcome do you want?

1. Figure out where you are.

2. Figure out where you want to go.

3. Figure out how to get there.

1. Figure out where you are.

2. Figure out where you want to go.

3. Figure out how to get there.

• 10:100:global

• Prime the process.

• Values, mission, vision, strategic plan, SWOT.

• Assess commitment.

• Historical context.

• Assess culture (real & espoused values).

• Industry & Peer analysis.

• Exit interview data.

• Outcome disparities.

• Friction points.

• Competency models.

1.Language & Logic

2.Narrative & Orientation

3.Formal Business Case

4.Behavioral Science • ingroup/outgroup

dynamics

• obedience &

conformity

• conflict

• bias

1. Figure out where you are.

2. Figure out where you want to go.

3. Figure out how to get there.

What are the

characteristics of

an inclusive

experience?

Inclusion and Diversity in Work

Groups: A Review and Model for

Future ResearchLynn 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

low

belongingnesshigh

belongingness

low

uniqueness

high

uniqueness

low

belongingnesshigh

belongingness

low

uniqueness

high

uniquenessinclusion:

Individual is treated as an

insider and also

allowed/encouraged to retain

uniqueness within the work

group.

low

belongingnesshigh

belongingness

low

uniquenessexclusion:

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

uniquenessinclusion:

Individual is treated as an

insider and also

allowed/encouraged to retain

uniqueness within the work

group.

low

belongingnesshigh

belongingness

low

uniquenessexclusion:

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

uniquenessdifferentiation:

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

belongingnesshigh

belongingness

low

uniquenessexclusion:

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

uniquenessdifferentiation:

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.

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

good assimilation

vs.

bad assimilation

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

What score would you give your

organization?

What score would you give your

department?

What score would you give to the last

meeting you participated in?

What score would you give to the

typical 1:1 interaction?

inclusion

How do I feel?

What do I know, believe, understand?

What do I have access to?

How am I interacted with?

assimilation

What Google Learned

From Its Quest to Build

the Perfect Team

Project Aristotle

180+ teams

250+ attributes

200+ interviews

inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are

We see inclusion as characteristic of a mutually beneficial,

value-congruent, employee-employer relationship, a

relationship in which both parties are “all in,” a relationship

in which belonging and uniqueness are both valued.

We see inclusion as an opportunity for competitive

advantage and are committed to removing barriers to

participation & belonging and providing employees with

tools & practices for identifying and removing said

barriers.

clarity is our best friend…

When I am included:

What do I know?

What do I feel?

What do I believe?

What do I have access to?

1.beginning of day

2.decision-making

3.interactions / social norms

4.meetings

5.conflict

6.end of day

inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are

What is inclusive about this experience now?

What is not inclusive about this experience now?

How is belonging promoted? How is it rewarded?

How is uniqueness promoted? How is it rewarded?

Are there barriers to belonging, uniqueness or

participation?

Is it always safe for everyone to tell the truth here?

Who has good ideas?

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

1.beginning of day

2.decision-making

3.interactions / social norms

4.meetings

5.conflict

6.end of day

inclusion: the dynamic balance of truly belonging to a group with shared values and being true to who you are

What is inclusive about this experience now?

What is not inclusive about this experience now?

How is belonging promoted? How is it rewarded?

How is uniqueness promoted? How is it rewarded?

Are there barriers to belonging, uniqueness or

participation?

Is it always safe for everyone to tell the truth here?

1. Figure out where you are.

2. Figure out where you want to go.

3. Figure out how to get there.• tools

• practices

• policies

• competencies

“We need in every community a group of angelic

troublemakers.”

Bayard

Rustin

Thank you!