accelerating health equity: how diversity and …...frequent missteps little industry or...
TRANSCRIPT
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Steve Pemberton
istevepemberton
Accelerating Health Equity:
How Diversity and Inclusion
Are Transforming Our World
and Healthcare
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Diversity and Inclusion is
hard.
An Epiphany…
Really hard.
After Many Years… An Epiphany…
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What is Diversity and Inclusion?
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Many Buzzwords…
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What Has Come of That?!
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Frequent Missteps Little industry or institutional understanding of why this matters
Anchoring Diversity and Inclusion efforts in what we don’t do well
Assigning one person to the task
Excessive focus on unconscious bias/micro inequities
Relying on ‘Top Organizations for…’ lists
Excessive benchmarking
Failing to create sustainable and integrated processes
Not aligning diversity constituencies to the organizational mission
Not driving accountability internally and externally
Failure to create a culture of courageous conversations
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Points, Counterpoints & Endpoints“There is one and only one social responsibility of business–
to use its resources and engage in activities designed to
increase its profits so long as it stays within the rules of the
game, which is to say, engages in open and free competition
without deception or fraud.” - Milton Friedman
“There is only one valid definition of business purpose: to create a
customer. . . . It is the customer who determines what a business
is. It is the customer alone whose willingness to pay for a good or
for a service converts economic resources into wealth, things into
goods. . . . The customer is the foundation of a business and keeps
it in existence.” – Peter Drucker
“Long Range Planning does not
deal with future decisions but with
the future of present decisions.”
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20202010
A Demographic Destiny…
2000
Source: The Multicultural Economy 2010, Selig Center for Economic Growth, J. Humphreys
1990
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The Effects of Demographic Destiny
1. We will live longer and in a world with no clear racial or
ethnic majority
• More than half of all US babies born today are people of color
• By 2031, 29%-32% of Canada’s population could be ‘minority’
2. We will have to think of inclusion as necessity not
option
• Access will be the new frontier; healthcare, education, pay equity
sustainable communities
3. Future generations will have different expectations
• They want careers and experiences that will have an impact on
the world…
• …and they will wield technology to make sure it happens
4. We will be forced to find our mutuality as people and as
movements
• Excessive tribalism, social isolation will diminish innovation
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Sputnik’s Impact President Eisenhower established the position of
Presidential Science Advisor
The House and the Senate reorganized their committee structures to focus on science policy
Congress created the National Aeronautics and Space Agency (NASA), charging it to create a civilian space program
Congress tripled funding for the National Science Foundation to improve science education.
The National Defense Education Act is created which in turn creates the National Defense Student Loan Program (Perkins Loan)
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Inherent understanding of the consequences of failure
Solved the right problem; we realized we had an access issue
Very clear on the Why, What and How
Recognized they could not hold on to old models
Clear lines of collective ownership; no delegating to future generations.
Urgent!!!
Understood what success looked like (e.g. ‘man on the moon’)
Leveraged mutuality to speed up the change
Sputnik’s Lessons for Us
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What Next Practices for Diversity & Inclusion Means…
Diversity of experience and thought is just as important
as more traditional categories of diversity
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What Next Practices for Diversity & Inclusion Means…
Diversity of experience and thought is now as important
as more traditional categories of diversity
Management Leaders are changing their mindset
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“We’ve been at the leading-edge of clean energy
technology…these developments were only possible
because different people with unique perspectives looked at
these challenges in new ways. Innovation is powered by
diversity and fostered by inclusion.”
- Lockheed Martin CEO Marilyn Henson
“We’re calling on our industry to again make the
seemingly impossible possible by making a
commitment to real change and clarity in our goals.
Without a workforce that more closely mirrors the
population, we are missing opportunities, including
not understanding and designing for our own
customers.”
- Intel CEO Brian Krzanich
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What Next Practices for Diversity & Inclusion Means…
Diversity of experience and thought is now as important
as more traditional categories of diversity
Business Leaders are changing their mindset
Private sectors are ‘leading’ into social issues
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“What we've learned is that the rules of philanthropy, the rules of
engagement have radically changed. You really have to build a coalition
of like-minded organizations and people who have the kind of
experience and skill base and local knowledge to tackle a problem as
complex as this.”
- Starbucks CEO Howard Schulz on the launch of the 100,000
Youth Opportunity Initiative
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Healthcare Examples
Location-specific Diversity Councils at each of the
enterprise’s community hospitals and family health
centers are effectively supporting and sustaining an
inclusive work environment. Specific focus: employee
engagement and cultural competency
Multicultural Nurses Mayo Employee Resource Group
(MNMERG) recruits and retain nurses from diverse
cultures and offers professional support and networking
opportunities. The MNMERG also mentors and educates
Mayo’s diverse nurses and involves them in community
programs.
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The Stages of Diversity…
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The How: The F.I.R.M. Method for Diversity and Inclusion
Focus on The Middle
Integrate & Inform
Resolve & Re-Align
Measure & Mobilize
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F.I.R.M. Operating Principles
• Understand where the industry/organization stands today
• Measure and assess before developing a strategy
• Establish a shared language of progress and empowerment
• Clearly articulate the D & I vision, strategy and process
• Go beyond “representation” numbers; behavior is a priority
• Find opportunities to integrate diversity with mainstream
processes, strategies and goals
• Develop ownership and accountability-at all levels
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