Diversity without Stereotypes: Empowering Individual Capabilities

Transcription

1 Diversity without Stereotypes: Empowering Individual Capabilities Martha Maznevski, IMD with Björn Ekelund, Human Factors 2007 IMD International. Not be used or reproduced without permission.

2 Performance from Diversity Two routes to achieving high performance by utilizing diversity: Efficiency with a variety of expertise, each part of the task can be assigned to people who have the expertise Innovation people with different perspectives see things differently, this can lead to creativity and questioning of assumptions, which can lead to new synergies martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 2

3 Diverse and Homogeneous Teams Homogeneous Teams Number of Teams Diverse Teams Managed Poorly Diverse Teams Managed Well Performance Despite their potential, most diverse teams don t perform as well as homogeneous teams do. martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 3

4 Diversity must be managed carefully Diverse teams often suppress their diversity to avoid negative outcomes Reduces potential for achieving positive outcomes Eventually results in frustration and under-performance of individuals Diversity must be explicitly managed Create a safe place for people to be themselves Acknowledge and welcome the contributions of unique individuals martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 4

5 Four Fears that make attention difficult Fear of approaching people who are different A background fear felt to some degree by everyone Fear of being blamed Felt by members of the dominant and/or majority group Fear of losing control Felt by senior managers around performance issues Fear of being different Felt by members of subordinate and/or minority group These fears create resistance to tackling diversity raising it, discussing it, working with it among most employees martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 5

6 From Diversity to Inclusion Using diversity well requires creating a safe place to explore the nature of diversity and its potential contributions to performance The four fears make it difficult to Address stereotypes Empower individual capabilities martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 6

7 Human Factors DIVERSITY ICEBREAKER Preferences, Positions and Processes This self-scoring questionnaire was developed in order to promote awareness and improve communication and collaboration in teams. After you have finished filling out the questionnaire, you can rip off the front page and find guidance for identifying your preferences. Divide 6 checks across each horizontal line, such that you rank the statements as to how well they fit you. You don t have to think a long time. Basically, just check what occurs to you first. If you find it is really impossible to rank the horizontal statements, you can place 2 checks by each. You are also free to spread checks 6-0-0, if that reflects your view. Below you see an example. EX I like sharing ideas with others. I enjoy my own company. I like working with my hands. 1 2 Here are 15 rows. Put a 6 checks in each row: I have both feet on the ground. I like to think logically. I like to do things with other people. I enjoy being with people I don t know well. I often have a need for variety. I can get so involved in an idea, that I overlook practical details. Rip off the first page and add the checks for each color. martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 7

8 DIVERSITY ICEBREAKER Preferences, Positions and Processes Based on what you know about yourself and others, and referring back to the questionnaire, share your thoughts about the questions below: 1. What are the characteristics of your own color, personally and in interaction with others? 2. What is it about the other colors style that can create problems for you? For example, if your predominant color is red, what is it about the blues and the greens that can create problems for you? 3. What is it about your style that can create problems for the others? and 8

9 DIVERSITY ICEBREAKER Preferences, Positions and Processes In groups of at least 3 with at least one member from each color group. Share recommendations regarding the following questions: 1. What is the most important contribution each color brings to a group? How can the others make sure the contribution is used? 2. Which color do you think is dominant in your own company? In your part of the company? How is that a strength, and how can your company make sure the other colors contribute too? martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 9

10 How does this exercise empower individual capabilities? The combination of the instrument and the process creates an environment where we appreciate how differences can be empowering 1. Explores empty constructs and stereotypes 2. Creates a psychologically safe climate 3. Acknowledges flexibility in abilities 4. Emphasizes synergies from integration martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 10

11 Explore empty constructs and stereotypes Participants create their own categories using the questions on the survey Categories have strong basis in psychology (which is why they work and people can make sense of them), but this is not normally presented! Unlike most diversity categories which are handed down from others Participants develop ownership of the constructs, acknowledge the importance of constructs and a system of categories that acknowledges differences and similarities Participants observe the process of how stereotypes develop in a non-threatening way Participants conclude that they can use the other stereotypes more objectively, take them or leave them, analyze them, etc. martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 11

12 Create a psychologically safe climate Differences are associated with colors, which do not have value-laden labels like gender, culture, or other differences do The facilitation deliberately creates an environment that pushes limits on openness for prejudice Participants say things they normally couldn t about themselves other groups; in this environment they can, and laugh at it Facilitator brings out the notion we all need each other from participants Being different is seen to be good, differences are important at the right time martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 12

13 Acknowledge flexibility in abilities Participants observe Some people are not in the color group that represents their highest number of check marks, because of the relative scores of people in the room People have dominant preferences but sometimes rebel against these, and often play other roles Participants conclude Most people are flexible and can play different roles depending on needs Diversity is relative, people can play different parts of themselves Recognizing this empowers people to play their unique qualities when they are needed and 13

14 Emphasize synergies from integration Participants observe The need for each of the colors is evident Color strengths map onto different parts of a task, in different sequences Participants conclude Diversity has potential for efficiency and innovation It s okay to be unique when you know that you are needed A unifying concept of diversity; as soon as you separate you see the need of each other It s nice to be with others who need me martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 14

15 Set the frame for the next discussion Fears are managed Fear of working with those who are different Fear of being blamed Fear of losing control Fear of being different Now the group is ready to discuss other types of diversity that have both deeper sources and more history attached Such as gender and culture and 15

16 For example, women and men are different on these colors DI factors (N=907) Blue Red Green Men (354) Women (553) Most companies value blue first (get the task done) then green (show inspiration and leadership). Reds are under-valued, this coincides with women being under-valued, and patterns get reinforced. With the norms built through the previous process, groups can discuss this openly. and 16

17 Diversity without Stereotypes: Empowering Individual Capabilities An environment of inclusion means everyone can perform to his/her potential, using his/her own unique abilities Helping people develop this environment is a tough challenge, but worth the investment Reduce and manage the four fears by developing an idea of diversity without stereotypes Talk about and use sources of diversity to achieve synergies to empower individual capabilities martha.maznevski@imd.ch and bjorn.z.ekelund@human-factors.no 17