Workshop OverviewWorkshop Overview
1. About This Course
2. About Diversity
3. About Humanity
4. About Leverage
5. Building a Diverse Organization
Plans and Commitment
1. About This Course
2. About Diversity
3. About Humanity
4. About Leverage
5. Building a Diverse Organization
Plans and Commitment
Objectives of this CourseObjectives of this Course
• By gaining a new perspective on our differences, we can leverage our organization’s diversity in ways that maximize our collective strengths and minimize our weaknesses.
• By gaining a new perspective on our differences, we can leverage our organization’s diversity in ways that maximize our collective strengths and minimize our weaknesses.
What are the BENEFITS?What are the BENEFITS?
• Increased organizational productivity• Speedier conflict resolution• Lasting conflict resolution• Enhanced ability to recognize
opportunities• Better relationships with co-workers
and customers
• Increased organizational productivity• Speedier conflict resolution• Lasting conflict resolution• Enhanced ability to recognize
opportunities• Better relationships with co-workers
and customers
Remember:Remember:
• The effectiveness of today’s training begins and ends with me.
• The effectiveness of today’s training begins and ends with me.
What is PERSPECTIVE?What is PERSPECTIVE?
• how I view the world and everything in it.
• how I view the world and everything in it.
What is LEVERAGE?What is LEVERAGE?
There are many ways to move the boulder. The best ways will involveThere are many ways to move the boulder. The best ways will involveSTRATEGIC use of ENERGY for the greatest EFFECT.STRATEGIC use of ENERGY for the greatest EFFECT.
What is DIVERSITY?What is DIVERSITY?
• The fact or quality of being different.
• The fact or quality of being different.
A Diversity Principle:A Diversity Principle:
• Different people see the same things differently.
• Different people see the same things differently.
A Diversity Principle:A Diversity Principle:
• Because we see the same things differently, we assign value based on our different experiences.
• Because we see the same things differently, we assign value based on our different experiences.
Organizational approaches to DiversityOrganizational approaches to Diversity
COMPLIANCE:COMPLIANCE: • A desire to obey the law and avoid negative consequences.
• An attempt to address historical wrongs.
• A desire to obey the law and avoid negative consequences.
• An attempt to address historical wrongs.
Organizational approaches to DiversityOrganizational approaches to Diversity
COMPASSION:COMPASSION: • A need to better understand our co-workers and customers.
• A desire to improve the quality of our interactions.
• A need to better understand our co-workers and customers.
• A desire to improve the quality of our interactions.
Organizational approaches to DiversityOrganizational approaches to Diversity
COMPETENCE:COMPETENCE: • A need to achieve our collective goals and objectives.
• A desire to work together and serve our clientele without diversity-related problems.
• A need to achieve our collective goals and objectives.
• A desire to work together and serve our clientele without diversity-related problems.
Organizational approaches to DiversityOrganizational approaches to Diversity
CREATIVITY:CREATIVITY: • A need to use our differences to increase our strengths and provide a competitive edge.
• A desire to identify opportunities that others might miss or perceive as problems.
• A need to use our differences to increase our strengths and provide a competitive edge.
• A desire to identify opportunities that others might miss or perceive as problems.
About Differences and SimilaritiesAbout Differences and Similarities
• There are 350,000 species of beetles. There is ONE species of humans.
• We are more alike than we are different.
• There are 350,000 species of beetles. There is ONE species of humans.
• We are more alike than we are different.
About Differences and SimilaritiesAbout Differences and Similarities
• We DO what we do to GET what we NEED.
• We DO what we do to GET what we NEED.
Basic needs we all shareBasic needs we all share
• PERSONAL• PERSONAL
Live Love
Significance Variety
Basic needs we all shareBasic needs we all share
• ORGANIZATIONAL• ORGANIZATIONAL
People
Purpose
Productivity
Progress
The Galileo Reality ModelThe Galileo Reality Model
NEEDS BELIEF WINDOW
BRIDGE RESULTS
FEEDBACK
BEHAVIOR
INVISIBLE VISIBLE
A Diversity Principle:A Diversity Principle:
• To be truly effective, we must meet our needs over time.
• To be truly effective, we must meet our needs over time.
• Racial and ethnic groups are real the way money is real – because people believe they are and act on their beliefs.
– DAVID BERREBY, Us and Them
• Racial and ethnic groups are real the way money is real – because people believe they are and act on their beliefs.
– DAVID BERREBY, Us and Them
A Key Question:A Key Question:
• Will these results meet our needs over time?
• Will these results meet our needs over time?
A Diversity Principle:A Diversity Principle:
• People often respond differently to the same situation because of what they have written on their Belief Window.
• People often respond differently to the same situation because of what they have written on their Belief Window.
A Diversity Principle:A Diversity Principle:
• We are not always aware of what we have written on our Belief Window. This can mean we are not always testing our beliefs for accuracy.
• We are not always aware of what we have written on our Belief Window. This can mean we are not always testing our beliefs for accuracy.
A Diversity Principle:A Diversity Principle:
• Our ability to leverage diversity depends on challenging our beliefs.
• Our ability to leverage diversity depends on challenging our beliefs.
Diversity & the MindDiversity & the Mind
• Rational Conscious
• Rational Conscious
• Emotional Subconscious
• Emotional Subconscious
• DIFFERENT = DANGEROUS• DIFFERENT = DANGEROUS
ImprintingImprinting
Significant Emotional Experience
Significant Emotional Experience
Recent Experience Recent Experience
Self Talk
Conversation
Reading
Writing
Visualizing
Kinetics
Behavior
Repeated Experience
Repeated Experience
The Pre-Judging ContinuumThe Pre-Judging Continuum
AcceptanceAcceptance PrejudicePrejudice
Nojudgment
Nojudgment ClassificationClassification BiasBias
Stereotyping
Truth Tools: The Why DrillTruth Tools: The Why Drill
• What EVIDENCE do you have to support that BELIEF?
• Who or what was the SOURCE?
• How RELIABLE is the SOURCE? (Did this BELIEF meet their needs over time?
• What EVIDENCE do you have to support that BELIEF?
• Who or what was the SOURCE?
• How RELIABLE is the SOURCE? (Did this BELIEF meet their needs over time?
Truth Tools: Observe BehaviorTruth Tools: Observe Behavior
• What’s really HAPPENING here?
• Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?
• What’s really HAPPENING here?
• Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdgnieg. The phaonmneal pweor of the hmuan mnid! Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are; the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig, huh?
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdgnieg. The phaonmneal pweor of the hmuan mnid! Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are; the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig, huh?
Truth Tools: Observe BehaviorTruth Tools: Observe Behavior
• What’s really HAPPENING here?
• Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?
• What’s LIKELY to happen in the future?
• What’s really HAPPENING here?
• Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?
• What’s LIKELY to happen in the future?
Truth Tools: Use BenchmarkingTruth Tools: Use Benchmarking
• Does it work the SAME WAY in other ENVIRONMENTS?
• Is it TRUE for EVERYONE in my SITUATION?
• What are others DOING?• How WELL is it WORKING?
• Does it work the SAME WAY in other ENVIRONMENTS?
• Is it TRUE for EVERYONE in my SITUATION?
• What are others DOING?• How WELL is it WORKING?
Truth Tools: Look at HistoryTruth Tools: Look at History
• What REALLY HAPPENED?
• What are my SOURCES?• How CREDIBLE are they?• Are we REPEATING old
PATTERNS?• What will make it DIFFERENT this
TIME?
• What REALLY HAPPENED?
• What are my SOURCES?• How CREDIBLE are they?• Are we REPEATING old
PATTERNS?• What will make it DIFFERENT this
TIME?
Learning From The Past
The Galileo Reality ModelThe Galileo Reality Model
NEEDS
FEEDBACK
BELIEF WINDOW
BRIDGE RESULTSBEHAVIOR
• Pro: Forward
• Duce: To lead
• Productivity: Leading forward…
• Pro: Forward
• Duce: To lead
• Productivity: Leading forward…
• Efficient = Results right now
• Effective = Results over time
• Efficient = Results right now
• Effective = Results over time
How we imprint groupsHow we imprint groups
PracticePractice
StructureStructure
Meetings & Internal
Communications
Meetings & Internal
Communications
Employee MeetingsEmployee Meetings
Leadership BehaviorLeadership Behavior
PolicyPolicy
StrategiesStrategies
Signage & Decor
Signage & Decor
Rumor MillRumor Mill
The LEVERAGE PROCESSThe LEVERAGE PROCESS
1. Identify common ground.
2. Acknowledge differences.
3. Accept differences.
4. Identify opportunities.
5. Capitalize on differences.
6. Assume responsibility.
1. Identify common ground.
2. Acknowledge differences.
3. Accept differences.
4. Identify opportunities.
5. Capitalize on differences.
6. Assume responsibility.
A Key Question:A Key Question:
WHAT AM I GOING TO DO TO MAKE THIS
HAPPEN?
WHAT AM I GOING TO DO TO MAKE THIS
HAPPEN?
The Diversity Plan FrameworkThe Diversity Plan Framework
Physical and human resourcesPhysical and human resources
I WILL:I WILL:
• Read the Perspective Guidebook within 48 hours
• Share this information with someone else this week
• Complete and begin to implement my personal Diversity Plan within 48 hours
• Contribute to my Team Diversity Plan as appropriate
• Let Linda know what happens– [email protected]
• Read the Perspective Guidebook within 48 hours
• Share this information with someone else this week
• Complete and begin to implement my personal Diversity Plan within 48 hours
• Contribute to my Team Diversity Plan as appropriate
• Let Linda know what happens– [email protected]
PERSPECTIVE:PERSPECTIVE:A NEW WINDOW ON DIVERSITYA NEW WINDOW ON DIVERSITY
Thanks for Coming!Thanks for Coming!