passionate about the mission: taking diversity/inclusion to the next step sondra thiederman, ph.d

PASSIONATE ABOUT THE MISSION:Taking Diversity/Inclusion to the Next Step

Sondra Thiederman, Ph.D.

IN PURSUIT OF GREATNESS THROUGH DIVERSITYcopyright Sondra Thiederman,

Ph.D. 2012 2

THE GOAL FOR THIS SESSION…

To provide Senior Leaders with new tools for keeping the Diversity Flywheel turning

copyright Sondra Thiederman, Ph.D. 2012IN PURSUIT OF GREATNESS THROUGH DIVERSITY

3

THE NATURE OF THOSE TOOLS

Tools for identifying and minimizing the subtle and unconscious biases

that interfere with our leading effectively and modeling truly

inclusive behaviors.

“Leaders who understand diversity, recognize their own biases and prejudices.”

A Leader’s Guide to Diversity


4

IT TAKES COURAGE TO LOOK AT ONE’S OWN BIASES.


5

THE DEFINITION OF BIAS – IT’S ALL

ABOUT “ALL”


6

A “bias” is an inflexible positive or negative, conscious or unconscious belief about a particular

category of people.

THE DEFINITION OF BIAS – IT’S ALL ABOUT “ALL”


7

ACTIVITY: THE MECHANISM BEHIND BIAS

• Think of or write down the initials of a person whom you very much admire.

• Think of or write down the initials of someone whom you dislike or disrespect.

• Think of or write down a quality you dislike about your most admired person.

• Think of or write down a quality you like about your most disrespected person.


8

BIAS – THE DAMAGE

1. Biases prevent us from seeing people accurately (that is, as individuals) because... Mechanically: Our brains conduct on the information that it can

connect to experience that has already been recorded (the power of association).

Psychologically: We want our previous assumptions to be right so we give extra weight to information that reinforces our bias.


9

BIAS – THE DAMAGE

1. Biases prevent us from seeing people accurately (that is, as individuals) because... Mechanically: Our brains conduct on the information that it can

connect to experience that has already been recorded (the power of association).

Psychologically: We want our previous assumptions to be right so we give extra weight to information that reinforces our bias.

The Damage Done: The inability to evaluate personnel skills and qualifications accurately; misunderstandings regarding the behavior and attitudes of locals in combat areas; unnecessary tension within diverse teams, etc.


10

BIAS – THE DAMAGE

2. If we have a bias (positive or negative), and a person who is the object of that bias does not conform to what we believe, we…

…are apt to dislike and judge him or her negatively. (American Academy of Management. Journal)

…feel uncomfortable because of what is known as “cognitive dissonance.”


11

BIAS – THE DAMAGE

2. If we have a bias (positive or negative) and a person who is the object of that bias does not conform to what we believe, we…

…are apt to dislike and judge him or her negatively. (American Academy of Management. Journal)

…feel uncomfortable because of what is known as “cognitive dissonance.”

The Damage Done: The inability to form productive relationships, to evaluate team members accurately and to relate successfully to cultures different from one’s own.


12

BIAS – THE DAMAGE

3. Biases create discomfort in the workplace because of what is called “micro-inequities” or “leakage.”


13

BIAS – THE DAMAGE

3. Biases create discomfort in the workplace because of what is called “micro-inequities” or “leakage.”

The Damage Done: Team members feel excluded and disrespected and are, therefore, unable to contribute their best to mission readiness.


14

Knowing our biases gives us the power to

both weaken them and control the

behaviors they create.

BIAS AWARENESS – A MISSION CRITICAL HABIT

“What displays of nobility do I exhibit in the area of diversity?”



15

Approach #1: Take the “Implicit Association Test”

https://implicit.harvard.edu/implicit/demo/




copyright Sondra Thiederman, Ph.D. 2012 16

Approach #2: Notice the first thought that comes to mind

when encountering a member of another group.


IN PURSUIT OF GREATNESS THROUGH DIVERSITY


17

“First Thoughts” Activity



18



• A person over 85 years old


19



• A person over 85 years old• A native of southern California


20



• A person over 85 years old• A native of southern California• A 24-year-old just out of university


21



• A person over 85 years old• A native of southern California• A 24-year-old just out of university• A homeless person


22



• A person over 85 years old• A native of southern California• A 24-year-old just out of university• A homeless person• A single mother with three children


23



• A person over 85 years old• A native of southern California• A 24-year-old just out of university• A homeless person• A single mother with three children• A person who smokes cigarettes


24



• A person over 85 years old• A native of southern California• A 24-year-old just out of university• A homeless person• A single mother with three children• A person who smokes cigarettes• A single father with three children NG


25

Analyze that “first thought” to see if it is a bias.

(“Bias I.D. Test”)

“First Thoughts” Step #2



26

Ask Yourself:

“Did I think a word like ‘all’ or ‘every’ or ‘they’ or did I imply a blanket assumption?”



27

Ask Yourself:

“Have I had a memorable positive or negative experience with the group of people in which

the characteristic I thought of was manifested?”



28

Ask Yourself:

“Would I feel the same way about the significance of this person’s behavior if he or

she were of a different group?”



29

Ask Yourself: What do I do when I learn that an individual does not conform to my first thought?



30



• Accept that my first response was incorrect.


31



• Accept that my first response was incorrect.• Feel emotional and vaguely disoriented.


32



• Accept that my first response was incorrect.• Feel emotional and vaguely disoriented.• Rationalize what I see to conform to my

expectation.


33




expectation.• Do something to create what I expected.


34




expectation.• Do something to create what I expected. • Decide that the person is an exception to the

rule.

NG


35

For the next two weeks, notice the first thought that comes to mind when encountering someone from another group and subject it to the “Bias I.D.

Test” found on the previous slides.

BIAS AWARENESS FOLLOW-UP TASK


36

It is possible to minimize the influence of bias on our thinking

and behaviors.

THE GOOD NEWS


37

STRATEGY #1: WEAKEN THE FOUNDATION OF BIAS


38


Question I:Was the source of your bias reliable?

“Know yourself and how and why your belief system and views originated.”



39


Question I:Was the source of your bias reliable? • People




40


Question I:Was the source of your bias reliable? • People • Media – The Power of

Images




41


Question I:Was the source of your bias reliable? • People • Media – The Power of

Images• Experience…




42


Experience:A little experience is a dangerous thing.


43



• A negative experience is more apt to create a lasting bias.


44



• A negative experience is more apt to create a lasting bias.

• An experience does not always mean what you think it does.


45


Question II:How many people do you actually know

who conform to your bias?


46


Question II:How many people do you actually know

who conform to your bias?


47


Question III:How many people do you actually know who do NOT conform to your bias?


48


Question III:How many people do you actually know who do NOT conform to your bias?


49

STRATEGY #1 WEAKEN THE FOUNDATION OF BIAS

FOLLOW-UP TASK Pick one of the biases you have become aware of and explore how and when you learned it. Ask yourself:

• Was the source of the bias reliable? • Was the experience that prompted it limited

to a small group or even just one individual?• If your bias grew from experience, might that

experience have been distorted by fear or other emotions?


50

STRATEGY #2: IDENTIFY SHARED KINSHIP GROUPS “Kinship Group” = Any population that shares a self- or

externally-ascribed characteristic that sets it apart from others.


51




52




53




54




55




56

“...the strength of our diversity is multiplied by shared values, mutual commitment to excellence

and common dedication to the mission.”A Leader’s Guide to Diversity

STRATEGY #2: IDENTIFY SHARED KINSHIP GROUPS


57

Identifying shared kinship groups helps defeat bias because the process transforms a “Them” into an

“Us.”



58


Creating an “Us” reduces bias because we tend to see members of an “Us” as individuals with

unique qualities and members of other groups (“Them”) as all alike.

(And, by the way, we tend to “like” those whom we perceive of as “like” ourselves.)


59

The Good News:

We have the ability to change the categories (“them” / “us”) into which we place people.

(Robert Kurzban, UCSB)



60

How to Transform a “Them” into an “Us”

1. Keep what we share “top of mind.” (We notice what we decide is most important.)



61

How to Transform a “Them” into an “Us,” cont.

2. Create opportunities for contact: clubs, Special Emphasis Programs, outings, shared volunteer efforts, opportunities to work across work groups or units.



62



3. Create two-way mentor partnerships.


63


4. Identify and emphasize shared goals.


3. Create two-way mentor partnerships.


64


FOLLOW-UP TASKS

2. As leaders, using the suggestions supplied here as well as your own creativity, design and implement three strategies for enhancing a sense of commonality and shared Kinship Groups within the National Guard.

1. As individuals, for the next two weeks, practice keeping what we have in common top of mind and strive to identify at least three shared interests or values with colleagues or others whom you think of as substantially different from yourself.


65

“Saying and doing becomes believing.” David Bem (and Aristotle)

STRATEGY #3: ACT AS IF…


66

“Have the self-control to not allow bias to be part of your

day-to-day behaviors.”




67

“Acting as If” works because…

…of the discomfort created by “cognitive dissonance.”

…of the experience of positive responses.

…the exposure we force ourselves into creates increased knowledge of individual human beings and their individual characteristics.



68

1. Specific

2. Observable by yourself and others

3. Measurable

4. Probably initially uncomfortable

“Acting as If” means to deliberately and consciously practice counter-bias behaviors that are…



69

1. List specific behaviors that result from your bias and the consequences of those bias-based behaviors.

2. List behaviors that run counter to your bias and the consequences of those behaviors.

3. Execute the behaviors that run counter to the bias.

4. Record the positive results those new behaviors create.

5. Watch your bias begin to fade.



70

STRATEGY #3: “ACT AS IF…” FOLLOW-UP TASK

1. As individuals, within the next two weeks, identify personal behaviors that are consistent with bias and commit to deliberately changing at least one of those behaviors.

2. As leaders, pursue strategies that will encourage others to undertake behaviors that are inconsistent with bias.


71

THE ULTIMATE TOOL FOR DEFEATING BIAS


72

THE ULTIMATE TOOL FOR DEFEATING BIAS

Shove Your Biases Aside

passionate about the mission: taking diversity/inclusion to the next step sondra thiederman, ph.d

Documents

b ias t

d efinition of b ias

d amage

n ature of t hose t

ll slide

step sondra thiederman

diversity slide

eduimplicitdemo b ias