Transforming your Organizational Culture (Omaha Young Professionals)

“We need in every community a

group of angelic troublemakers.”

Bayard Rustin

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1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. employee 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. employee access

8. behavioral intelligence

9. inclusive leadership

what

why

how (measure)

how (move)

1. language & logic

2. employment practices

3. orientation toward difference

4. decision making

5. relational networks

6. balanced outcomes

7. employee 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 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…

di·ver·si·ty[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.

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

playing into expectations

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

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??????Is it safe to be unpopular

here????????????????????????

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Groups often fail to

outperform individuals

because they prematurely

move to consensus, with

dissenting opinions being

suppressed or dismissed.

-Hackman & Morris, Advances in Experimental Social

Psychology

groupthink:

mode of thinking that happens

when the desire for harmony in a

decision-making group overrides a

realistic appraisal of alternatives.

Group members try to minimize

conflict and reach a consensus

decision without critical evaluation

of alternative ideas or viewpoints.

dysfunctional

also

dysfunctional

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

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. employee access

8. behavioral intelligence

9. inclusive leadership

behavioral intelligence

1.Accurate understanding of

human nature.

2.Variance in employee

experience.

It requires no hatred or fear to

assign meaning to the things

that we see, we do it

automatically.

The problem is that we forget,

do not realize, or deny that

this even happens.

stereotype

waitress librarian

smoke

bowl

eat hamburgers

smoke

bowl

eat hamburgers

knit

wear glasses

eat salad

pygmalion effect

Based on research by Robert

Rosenthal and Lenore

Jacobson, showing that

biased expectations affect

reality and create self-

fulfilling prophecies as a

result.

confirmation bias

Our tendency to search for or interpret new information in

a way that confirms preconceptions and avoids

information and interpretations which

contradict prior beliefs.

fundamental attribution error

An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the

social environmental forces influencing the person.

homophily: the tendency of

individuals to associate

and bond with similar others.

More than 100 studies have

observed homophily in some

form or another establishing that

similarity breeds connection.

These include age, gender, class,

and organizational role.

If you do not

intentionally,

include, you will

unintentionally

exclude.

When Performance Trumps Gender Bias: Joint versus

Separate Evaluation

Iris Bohnet

Alexandra van Geen

Max H. Bazerman

Harvard Business SchoolWorking Paper 12-083 | March, 2012

work to

have a

beginners

mind

seek novelty

“We need in every community a

group of angelic troublemakers.”

Bayard Rustin