The inclusion solution

The inclusion solution | © Mind Gym

One of us?The inclusion solution

Phil Banks

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Why get diverse? 2

Talent Reputation Consumers Legislation Innovation Mobility

DIVERSITY

Phil Banks

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Do diverse teams outperform? 3

Kersley & O’Sullivan (2012) Hoogendoorn, Oosterbeek & van Praag (2011)

3


Corporate policy

The role of inclusion 4

A psychologically safe environment where people feel free to ‘be themselves’, ie, express their views and beliefs, without fear of suffering as a result (Guillaume et al., 2013)

Diversity Inclusion

Personal activity

A mix of people in terms of

• Gender• Age

• Religion• Sexuality

• Race


Diversity without inclusion does more harm than good

5

Sources: Tsui, Egan & O’Reilly, (1992); Jehn, Northcraft & Neale, (1999); Chattopadhyay, (1999);Richard, Barnett, Dwyer & Chadwick, (2004); Chatman et al, (1998); Leiberman

Worse Greater

Employee attachment

Revenue

Wellbeing

Individual performance

Number of discrimination cases

Absenteeism

Levels of conflict

Number of missed opportunities


Inclusion gives the commercial edge

6

Sources: Center for Talent Innovation. (2013) Innovation diversity and market growth.Corporate Executive Board. (2012). Global Labor Market Survey.

With inclusive culture

Without inclusive culture

Incr

ease

in 2

01

2

60%

50%

40%

30%

20%

10%

0%Improved market share

Captured a new market

Discretionary effort

120%

115%

110%

105%

100%

95%

90%

Incr

ease

in

liklih

ood

Intent to stay


7Covering in your organization

What percentage of people report that they don’t feel comfortable or safe being themselves at work?

1) < 20%2) 21 - 40%3) 41 - 60%4) 61 - 80%5) 81 - 100%


What’s going wrong?8

…of employees cover to fit in at work1

…of straight white men

45%

…of Hispanic individuals

63%

…of women

66%

…of black individuals

79%

…of LGB individuals

83%

61%


If we have to cover… 9

Greater exclusion

HBR: 2007: Manage your energy not your time

… people suffer

Greater psychological pain

Psychological painPhysical pain

=


10

Skills necessary for managers/individuals to create and sustain an inclusive culture


Creating an inclusive culture 11

Mitigating exclusionBeing inclusive Valuing difference

by…

Knowing me,

knowing you

Breaking bias

Building bridges


12Knowing me, knowing you• Who am I?

• Our expanded and diminished selves

• The role of psychological safety

• Our connection with those similar to us

• Our response to those different from us


Value difference 13

Me

Outlook

Family status

Religion

Interest

Education

Accent

Job

Appearance

Manners

Dress

sense

PoliticsValue

s

Energy

Humor

“I am not different from you, I am different like you”.Dr. Laraine Kaminsky

Race

Religion

Age

Disability

Gender

Sexuality


Our response to difference 14

Embrace

Approach

Indifferent

Avoid

Defend

Attack Perceived similarity

Invisible difference

Trigger difference

Neutral difference

Degree of openness

Degree of perceiveddifference


15Breaking bias• The power of unconscious minds

• Bias as a form of natural mental ‘short

cut’

• Bias in day to day decision making at

work

• Techniques to remove bias from

decisions

Phil Banks

need a different image


Shortcuts 16

“In making judgements, people rely on a limited number of mental shortcuts, which sometimes lead to severe and systematic errors.”Professor Daniel KahnemanNobel prize winner

Bias:

A judgment made even with compelling data and information to the contrary.

Unconscious bias:

A judgment made without being aware that we are doing so.

Dr Mazharin Banaji, Harvard

The bias blindspot:

The phenomenon that the average person believes they are less biased than average.

Dr Emily Pronin, Princeton


17Shortcuts and beliefs

Using blind screens increased females in major orchestras by 30%


Fairer decisions 18

1Anticipate

2Be vigilant

3Build failsafes

• The decisions you make

• The shortcuts you have

• The situations you make decisions in

• Assess your decisions as you make them

• Challenge your evidence

• Make your decision-making transparent to colleagues

• Be empathic and reflect on your decisions

Using counter-stereotyping continuously


Building bridges 19

• The power of in-groups/out-groups to include and exclude

• How our micromessages can make people part of the team or outside the tent

• How to be more inclusive in our day to day behavior

• How to stop being a bystander


Bystanders

20

What would you do?


Pivoting 21

1.Being within a social group

2.Reacting to a subtle exclusion in a way that:

• Boosts the confidence of the person it was aimed at

• And saves face for the person who said it

What pivoting is

and


22Mind Gym’s approach

Awareness

Why Mind Gym works:• Engage on a personal level – why this matters to me

• Focus on what I can actually do to make things better

Behavior

Being inclusiveValuing

differenceMitigating exclusion

One of us


A few facts about us

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The inclusion solution

Leadership & Management

inclusion solution mind

inclusion solution mind

inclusion solution mind

role of inclusion

inclusion doesmore harm

mind gyms approach

unconscious bias

breaking bias