1. 11–13 November 2013 Engineering Diversity within Leadership Page 1 Sponsored by Engineering Diversity within Leadership Betty Shanahan, CAE, F.SWE Executive Director & CEO Society of Women Engineers

2. 11–13 November 2013 Engineering Diversity within Leadership Page 2 Sponsored by Agenda Personal and SWE introduction SWE’s business case for diversity Cultural Competence What does “diversity” mean: Integrating gender and racial/cultural inclusion into all we do with awareness and assessment. Do you think your organization is diverse? Your business case for diversity. 4Δ

3. 11–13 November 2013 Engineering Diversity within Leadership Page 3 Sponsored by Acknowledgements National Science Foundation Dr. Ruta Sevo – Bias literacy content – Detailed bibliography Numerous studies and researchers Gender-heavy focus, but concepts extend to all under-represented populations

4. 11–13 November 2013 Engineering Diversity within Leadership Page 4 Sponsored by Personal Assessment: Evaluate your ability to Identify bias in the organization and practices of your society Create/enhance initiatives that are culturally and gender inclusive Find literature on proven practices Evaluate an assessment plan for outreach activities

5. 11–13 November 2013 Engineering Diversity within Leadership Page 5 Sponsored by Personal Assessment How often do you: Review the integration of diversity into all activities of your organization Review websites, publications and promotional materials to make sure that the images and messages are diverse Seek out diverse candidates for society offices and committees and volunteer opportunities Correct exclusionary activities or actions when they become apparent Include discussions of diversity on planning and organizational initiatives and discussions

6. 11–13 November 2013 Engineering Diversity within Leadership Page 6 Sponsored by The Society of Women Engineers Founded in 1950, the Society of Women Engineers (SWE) is the driving force that establishes engineering as a highly desirable career aspiration for women. SWE empowers women to succeed and advance in those aspirations and receive the recognition and credit for their life- changing contributions and achievements as engineers and leaders.

7. 11–13 November 2013 Engineering Diversity within Leadership Page 7 Sponsored by SWE Business Case for Diversity SWE’s success in advancing our mission is inextricably linked to diversity. Fully utilizing the perspectives, talents, and participation of SWE’s diverse membership is central to successfully serving our stakeholders (members, partners, and public) and developing the best products (leaders, programs, conferences, publications).

8. 11–13 November 2013 Engineering Diversity within Leadership Page 8 Sponsored by CULTURAL COMPETENCE

9. 11–13 November 2013 Engineering Diversity within Leadership Page 9 Sponsored by Cultural Competence The word culture is used because it implies the integrated pattern of human behavior that includes thoughts, communications, actions, customs, beliefs, values and institutions of a racial, ethnic, religious or social group. The word competence is used because it implies having the capacity to function effectively.  Cultural competence is a developmental process that evolves over an extended period. Both individuals and organizations are at various levels of awareness, knowledge and skills along the cultural competence continuum.

10. 11–13 November 2013 Engineering Diversity within Leadership Page 10 Sponsored by Elements of Cultural Competence Five essential elements contribute to an organization’s ability to become more culturally competent which include: – Valuing diversity – Having the capacity for cultural self-assessment – Being conscious of the dynamics inherent when cultures interact – Having institutionalized culture knowledge – Having developed adaptations to service delivery reflecting an understanding of cultural diversity Requires that an organization – Have a defined, congruent set of values and principles and – Demonstrate behaviors, attitudes, policies, structures and practices that enable them to work effectively cross-culturally

11. 11–13 November 2013 Engineering Diversity within Leadership Page 11 Sponsored by WHAT DOES “DIVERSITY” MEAN? WHAT DOES “INCLUSION” MEAN? AWARENESS AND ASSESSMENT

12. 11–13 November 2013 Engineering Diversity within Leadership Page 12 Sponsored by 2009 BS in Engineering & Technology National Science Foundation, Division of Science Resources Statistics. 2011. Women, Minorities, and Persons with Disabilities in Science and Engineering: 2011. Special Report NSF 11-309. Arlington, VA. Available at http://www.nsf.gov/statistics/wmpd /.http://www.nsf.gov/statistics/wmpd / All are US citizens or permanent residents unless labeled “Temp resident”

13. 11–13 November 2013 Engineering Diversity within Leadership Page 13 Sponsored by We argue for change… Be fair, let everyone play Get more people in S&E and be more competitive Be smart and use untapped talent BUT many believe: – We are fair – Everybody who wants to get in, can get in – Our systems for recruitment get the best & the willing – Science and engineering are meritocracies where individuals are judged by their work

14. 11–13 November 2013 Engineering Diversity within Leadership Page 14 Sponsored by A Perfect World We recognize differences in appearance, personal style, life experience We respect difference in preferences that are not destructive to us and are not relevant to the job We do not reduce an individual to his or her group We do not project negative assumptions about the group onto the individual

15. 11–13 November 2013 Engineering Diversity within Leadership Page 15 Sponsored by America's Core Values “… all men are created equal.” - Declaration of Independence, 1776

16. 11–13 November 2013 Engineering Diversity within Leadership Page 16 Sponsored by Laws that elaborate: Equal Pay Act of 1963 – abolishes differential pay based on sex Civil Rights Act of 1964 – outlaws racial segregation in schools & discrimination in employment; est. EEOC Title IX 1972 – any educational program receiving Federal funds may not discriminate based on sex Americans With Disabilities Act of 1990 – bars discrimination in employment based on disability Civil Rights Act of 1991 – strengthens 1964; Glass Ceiling Commission

17. 11–13 November 2013 Engineering Diversity within Leadership Page 17 Sponsored by Tradition versus Illegal Bias Traditionally, women and people of color were excluded from higher education and jobs in the US LAWS were introduced as social values and practice changed (e.g., slavery, right to vote) Tradition is deep; laws and behavior may be inconsistent Illegal = pattern of exclusion adding up to measureable discrimination

18. 11–13 November 2013 Engineering Diversity within Leadership Page 18 Sponsored by Illusion of Inclusion It appears that women are both better represented among engineers and more integrated into the profession of engineering than is in fact the case “A little visibility goes a long way.” The presence of a few women engineers is interpreted as an indicator that women are an integral part of the engineering profession. The unwarranted assumption that academic degrees, professional certificates, and professional society membership are synonymous with inclusion. Women are often relegated to the “outer circle” – Number/% of positions of control of resources and make decisions – Number /% of position of membership in honorific societies and professional prize recipients

19. 11–13 November 2013 Engineering Diversity within Leadership Page 19 Sponsored by “I believe that in no case was this discrimination conscious or deliberate. Indeed, it was usually totally unconscious and unknowing. Nevertheless, the effects were and are real.” Dean Robert J. Birgeneau’s introductory comments MIT Report on the Status of Women (Massachusetts Institute of Technology, 1999)

20. 11–13 November 2013 Engineering Diversity within Leadership Page 20 Sponsored by WHY???

21. 11–13 November 2013 Engineering Diversity within Leadership Page 21 Sponsored by Gender Schema Theory Everyone has unconscious beliefs about girls and boys, men and women We over-rate men, under-rate women Men are taller, more capable, more independent, more rational, leaders Women (regardless) are shorter, less capable, followers, nurturing, expressive, caring = “Our schema for males is a better fit for professional success”

22. 11–13 November 2013 Engineering Diversity within Leadership Page 22 Sponsored by Stereotypes Create Flawed Judgments about Men and Women Leaders Analysis of numerous studies show that women and men lead in similar ways; YET Catalyst finds that senior managers perceive differences in women’s and men’s leadership Study asked senior managers to rate women and men on ten essential leadership behaviors: – Supporting – Rewarding – Mentoring – Networking – Consulting – Team-Building – Inspiring – Problem-Solving – Influencing Upward – Delegating

23. 11–13 November 2013 Engineering Diversity within Leadership Page 23 Sponsored by Stereotyping May Make the Demands of Leadership Greater for Women than Men Senior managers cast women as better at stereotypically feminine “caretaking” skills such as supporting and rewarding. They cast men better at “taking charge” skills such as influencing and delegating. Male respondents estimated that 80% of men leaders were effective at problem solving, but estimated that 67% of women leaders were effective problem-solvers. Instead of using their time to solve problems and make decisions, women must devote energy to proving themselves against the stereotypes.

24. 11–13 November 2013 Engineering Diversity within Leadership Page 24 Sponsored by Accumulated Advantage Small advantages or disadvantages cumulate over time and add up to larger advantage/disadvantage  In a hypothetical organization of 8 levels, a 1% advantage for men yields 65% men at top Small disadvantages are important – assignments, attention, encouragement, financial support, – evaluations, promotion, advancement, recognition, skills training, – peer network, mentoring, salary, status “The rich get richer, and the poor get poorer”

25. 11–13 November 2013 Engineering Diversity within Leadership Page 25 Sponsored by Stereotype Threat An individual who is negatively stereotyped for an activity is likely to perform worse than they are capable, for that activity Examples: – Women or men and mathematics test – African Americans and IQ test – Elderly and memory test

26. 11–13 November 2013 Engineering Diversity within Leadership Page 26 Sponsored by Reducing the Effect of Stereotype Threat Strong optimistic & non-judgmental relationship with teacher Awareness of positive (high performing) role models Self-affirmation and sense of adequacy Awareness of the threat => inoculation

27. 11–13 November 2013 Engineering Diversity within Leadership Page 27 Sponsored by Implicit Bias Theory People are unwilling to admit bias, or, it is unconscious An online test uncovers unconscious bias Premise: – Associations with “young” and “old,” or “white” and “black”, and “science” or “liberal arts” and men/women – are made faster due to unconscious thinking and preferences – they are more “automatic” – If you measure the TIME it takes to make associations, in milliseconds, you capture implicit bias and unconscious schemas

28. 11–13 November 2013 Engineering Diversity within Leadership Page 28 Sponsored by Implicit Bias Theory Project Implicit. Harvard University (2007) https://implicit.harvard.edu

29. 11–13 November 2013 Engineering Diversity within Leadership Page 29 Sponsored by Better Outcomes “Progress And Innovation Depend upon Leveraging Differences” Diverse Perspectives Identity, Training, Experiential Diversity Scott Page, PhD, University of Michigan

30. 11–13 November 2013 Engineering Diversity within Leadership Page 30 Sponsored by Developing a Culture of Assessment Assessment is the foundation of effective program development and delivery, and includes – Developing objectives that are based upon organizational missions and are based on research and best practices – Gathering data to determine the extent to which your activity has met the goal and objectives you define – Using the data to evaluate program effectiveness and reporting results to stakeholders

31. 11–13 November 2013 Engineering Diversity within Leadership Page 31 Sponsored by Example: Common Practices in Engineering Outreach Society outreach staff and volunteers operate in a lean, sometimes marginalized environment – Focus necessarily on delivery of current programming – Value of effective outreach to Societies not well-articulated – Outreach not defined or treated as key to Society mission – Outreach staff and volunteers are judged by quantity (number or activities or participants) of offerings rather than quality of offerings (did they achieve the goal?) – Program design driven by fund raising (i.e. sponsors want types of activities not necessarily relevant to Society mission and goals Outreach design based on tradition, personal experience, beliefs Outreach seen as a leadership service to members rather than recruiting tool to bring kids into engineering

32. 11–13 November 2013 Engineering Diversity within Leadership Page 32 Sponsored by Codes, Technology & Blueprint: Define goal; Read up - Know literature, best practices Foundation: Identify need; Target audience; Craft objectives Structure: Create/adapt intervention; Check for inclusiveness; Plan data collection; Plan logistics Open House: Offer the Intervention Continuously Improve: Improve next offering; Improve overall programming; Tell the story Better Model for Assessment AWEonline.org Copyright 2011

33. 11–13 November 2013 Engineering Diversity within Leadership Page 33 Sponsored by SWE’S APPROACH

34. 11–13 November 2013 Engineering Diversity within Leadership Page 34 Sponsored by “We must become the change we wish to see in the world.”– Mahatma Gandhi Realizing an inclusive SWE that – Thrives through the talents of all people who support women in engineering – Offers the benefits of SWE to all women in engineering and technology – Reaches out to all communities to establish engineering as a desirable career aspiration for all girls Realizing an inclusive SWE requires – Full commitment from everyone in formal and informal leadership, starting with the Board of Directors – Actions to reflect the commitment throughout SWE – Awareness of opportunities for fostering inclusion and the intentional and unintentional behaviors that are exclusionary – Honoring our legacy as a leader in diversity in the profession and the community SWE BOD is ultimately accountable for – Removing structural and attitudinal obstacles that deter any member or potential member from fully valuing and ultimately increasing her participation in SWE – Identifying and nurturing all talent in SWE – Creating opportunities and communications to build awareness – Developing the framework to deliver results

35. 11–13 November 2013 Engineering Diversity within Leadership Page 35 Sponsored by Approach Partner with champions throughout the Society: the BOD, National Committees, COR, Regions, Sections and MAL leadership Focus on four pillars – Communications: Deliver inclusion message throughout the Society and the stakeholders in SWE. Owned by HQ. – Pipeline: Identify, mentor and support potential and rising leaders in SWE. Owned by Regions. – Accountability: Set overall expectations and continually monitor the Society’s progress. Owned by BOD. – Leadership Training: Train leadership to advance diversity and inclusion in the Society. Owned by BOD.

36. 11–13 November 2013 Engineering Diversity within Leadership Page 36 Sponsored by SWE Values Integrity: We aspire to the highest level of ethical behavior as evidenced by honesty and dignity in our personal and professional relationships and responsibilities. Inclusive Environment: We embrace diversity in its broadest interpretation and commit to creating an inclusive environment for all our members and stakeholders. We value the contributions of a diverse membership, which enables SWE to achieve its full potential. Mutual Support: We provide an organization that fosters mentoring, and the development of professional and personal networks. Professional Excellence: We conduct our activities in a professional manner, demonstrating and demanding the highest standards of business practices. Trust: We share a common definition of success with open, transparent access to common information, building mutual respect and confidence in the competence of those with whom we lead, serve and partner with.

37. 11–13 November 2013 Engineering Diversity within Leadership Page 37 Sponsored by SWE’s Diversity Principles At SWE, we acknowledge and respect the value of a diverse community. We recognize that the scope of diversity includes race/ethnicity, family status, age, physical abilities, sexual orientation, socio- economic status and occupational focus. Our society will maintain an environment that is supportive of these elements, and we will promote inclusion within our organization and the engineering community. We Commit to: Developing women in engineering across socio-economic strata and occupational focus. Encouraging the interest and active participation of women and girls of under-represented ethnic groups, including African-Americans, Asian-Americans, Hispanics, Pacific Islanders, and Native Americans. Providing support to women which acknowledges and respects differences in family status, sexual orientation, age, and physical abilities. We will ensure that all bylaws, policies and charters support SWE's commitment to diversity. We will align with and participate in those activities and organizations that encourage all dimensions of diversity. Consideration of these and other elements of diversity will guide the statements and activities of the Society. Nothing in this statement is intended or shall be construed to unlawfully deprive any person of his or her educational and employment opportunities, compensation, and/or benefits.

38. 11–13 November 2013 Engineering Diversity within Leadership Page 38 Sponsored by Diversity is Our Strength Authenticity Women of courage and vision founded the Society of Women Engineers. These trailblazers nurtured an organization that empowers women engineers to advance and succeed. Their legacy is an organization where all women in engineering and technology bring their unique contributions and authentic views. Inclusion SWE is an inclusive organization where all members advance personally and professionally. SWE establishes engineering as a desirable career aspiration for all women and recognizes all women for their contributions as engineers and leaders. Thought Leadership Diverse perspectives fuel innovation and creativity. By employing our rich diversity to drive our decision-making, SWE benefits each member and the entire engineering profession.

39. 11–13 November 2013 Engineering Diversity within Leadership Page 39 Sponsored by Society Leadership & Cultural Competence Elements Valuing diversity Having the capacity for cultural self-assessment Being conscious of the dynamics inherent when cultures interact Having institutionalized culture knowledge Having developed adaptations to service delivery reflecting an understanding of cultural diversity

40. 11–13 November 2013 Engineering Diversity within Leadership Page 40 Sponsored by www.outreach4change.org