culture builder bootcamp: building an inclusive organizational culture

Download Culture Builder Bootcamp: Building an Inclusive Organizational Culture

Post on 23-Aug-2014

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Slides from a 6 hour workshop focused on "building an inclusive organizational culture," delivered by joe gerstandt @joegerstandt joegerstandt.com

TRANSCRIPT

  • Culture Builder Bootcamp The What, Why and How of Building an Inclusive Organizational Culture
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership what why how (measure) how (move)
  • simple self assessment assess your organization on 9 characteristics red = bad yellow = fair green = good start thinking about a move forward plan
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership
  • What looks like resistance is often a lack of clarity. Switch, Dan and Chip Heath
  • The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
  • Similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex, and sexual orientation.
  • diversity
  • difference diversity
  • diversity [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.
  • difference relational diversity
  • difference relational takes many forms diversity
  • difference relational takes many forms disruptive diversity
  • diversity = variance in performance groups with more diversity perform better or worse than groups with less diversity
  • identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
  • i d e n t i t y d i v e r s i t y
  • time for some exercise
  • 1. Circle the three aspects of your identity that have been the most central to your life experience. 2. In groups of two or 3, share how these factors have influenced you. Your values & priorities. How you approach work. Your experience inside this organization and/or other organizations.
  • i d e n t i t y d i v e r s i t y
  • inclusion: The actions that we take to include additional difference in a process or group.
  • 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
  • low belongingness high belongingness low value in uniqueness high value in uniqueness
  • 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
  • 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
  • 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.
  • 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.
  • 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.
  • self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  • 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
  • ???????????????????????????? ???????????????????????????? ???????????????????????????? ???????????????????????????? ??????Is it safe to be unpopular here???????????????????????? ???????????????????????????? ???????????????????????????? ???????????????????????????? ????????????????????????????
  • language & logic 1.Common language. 2.Clear and concise. 3.Consistently known. (what, why & how) 4.Business case.
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership
  • employment practices 1.Perceived fairness. 2.Perceived consistency. 3.Clear, concise. 4.Explicit. 5.Malleable.
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership
  • orientation towards difference Is difference viewed (formally and informally) as a positive thing?
  • 1. language & logic 2. employment practices 3. orientation toward difference 4. decision making 5. relational networks 6. balanced outcomes 7. access 8. behavioral intelligence 9. inclusive leadership
  • MT engineers @joegerstandt
  • MT managemen