Reinvent Your Diversity and Inclusion Strategy by Changing Your Corporate language
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REINVENT YOUR DIVERSITY AND INCLUSION STRATEGY By Changing Your Corporate Language
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Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes? Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies At the end of this seminar, participants will be able to: a) Explore new approaches to diversity and inclusion b) Analyze case studies and best practices of effective D&I initiatives c) Explore the role of language in diversity strategies d) Identify what language/strategies attract and retain diverse talent
Transcript of Reinvent Your Diversity and Inclusion Strategy by Changing Your Corporate language
REINVENT YOUR DIVERSITY AND INCLUSION STRATEGY
By Changing Your Corporate Language
Agenda Slide
Why We Need New Language
Background Affects Everything
Getting the Buy In For People
Getting the Buy In for Leadership
PAUSE Language
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Re-Inventing Diversity
Future Oriented,
System-Based,Culture Change
UnconsciousPerceptions
andBehaviors
US Centric;Race and Gender;Cultural
Assimilation
Event-based;Training Oriented
Globalism;Cultural
Intelligence/Flexibility
Corrective:“Us vs. Them”;
EEO/AA;Political
Correctness
Background
Cultural/Personal B
ackground
Cultural/Personal
The Anatomy of Conflict
Shifting from Content…
Wondering whether we are good people?
Understanding the way we think!
…to Context!
Diversity = Productivity and Better Decisions
“Identity diversity among intelligent people on a team contributes more to effective problem-solving than a team comprised of the best-performing, intelligent people without identity diversity.”
-Scott Page, NY Times, January 8, 2008
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FearExcitement
Roller coastersare fun!
Roller coastersare scary!
Background7
Background
• Enables linguistic interpretation to take place
• Enables perceptual interpretation to take place
• Structures consciousness
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John Searle
Background
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Cultural Lens
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me you
What is Unconscious Bias? The process by which the brain uses mental associations that are so well-established as to operate without awareness, or without intention, or without control.
Source: Project Implicit, Harvard Universityhttps://implicit.harvard.edu/implicit/demo/background/faqs.html#faq211
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Implicit Association Test
Tony Greenwald
Mazharin Banaji
Brian Nosek
Unconscious Associations Between Gender and Career
The Implicit Association Test measures unconscious associations in thinking.
The results show 82% of respondents with at least aslight automatic association of:• Male with Science• Female with Liberal Arts
The Impact of a Name
???????????
United States
Singapore
Sweden
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1200 married male managers in the UK/US were asked to evaluate two identical candidates for advancement:
Men married to women with careers of their own select the male and female candidates
equally
Men married to women whom are homemakers overwhelmingly choose
the male candidate
Fisher, Anne. “Women: Want a promotion? Find a boss whose wife has a career.” fortune.cnn.com. Original research: Sreedhari Desai, Kenan-Flagler Business School at the University of North Carolina.16
Micro-Behaviors
MicroAdvantage
MicroInequity
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Formal And Informal Decisions Matter
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Discrimination is Bad, But Favoritism goes unchecked
How Might Impact Your Informal Decisions?
• Your Go To People
• Who you send to meetings
• Who you talk to after meetings
• Who you give plum assignments to
• Who you informally mentor
• Who you have lunch with
• Who do you give informal feedback to
Buy In At The Top Is Essential
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Stakeholders
• Compliance Case: Legal
Issues
• Values Based: “It is the
right thing to do”
• Business Case: It will
improve the Bottom Line
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Discussion
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Where do you lean when you make a value argument? How might you improve it?
Stakeholders Open Up the Systemic Issues
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• Succession Planning
• Marketing And Branding
• Sourcing and Recruiting
• Performance Evaluations
• Reward Systems
Four Learnings About Bias
Bias stems from our natural inclination to distinguish
“friend” from "foe” in order to survive: to have bias is to
be human.
Our background and experience create the lenses
through which we see, interpret, and judge the
world: we see the world as we are, not as it is.
Being busy and distracted bends us towards making
decisions from our past/unconscious.
Our talent management systems and decision-making can be riddled with bias; we
have to first see it, slow down, and pause to make more
objective decisions.
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The Unconscious is Malleable
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Take a P.A.U.S.E.Pay attention to what’s actually happening, beneath the judgments and assessments
Acknowledge your own reactions, interpretations and judgments
Understand the other possible reactions, interpretations and judgments that may be possible
Search for the most empowering, productive way to deal with the situation
Execute your action plan
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