1. Actualizing Equity & Inclusion Conversations on the Behavioral Impacts of Personal & Organizational Bias Culture, Equity, Leadership Team Office of Equity & Inclusion Denver Public Schools Bill de la Cruz bill_delacruz@dpsk12.org 720-423-3239bill_delacruz@dpsk12.org

2. Roles Me: Facilitate – 50% Content – 50% facilitate Challenge the Status Quo Push/ Probe Model Behaviors You: Challenge the Status Quo Push/Probe Own the work Stay Engaged - Use Your Voice Build Team Dynamics

3. Agenda Introductions Working Agreements Purposeful Conversation/Deep Listening Conversations on Bias Next Steps – Strategic Planning

4. Working Agreements No judgment that leads to blame or shame No side conversations Respectful use of electronics

5. Why Are We Here Today? Awareness of the impacts of Bias when in relationships Honest Self Observation To understand the evolution & behavioral impacts of individual and systemic Bias. To examine our perception of ourselves

6. Changing the Paradigm of Language Inclusion and Equity are active words – Action has to be engaged Going to a workshop is action and not the work Collaboration and conversations are foundational

7. Research Base Cognitive Bias Unconscious evaluations /evidence that people use as the basis of decision making rather than engage in a more detailed analysis and reasoning process, (MacGregor, 2002). Carol Dweck – Mindset research on the Impacts of Fixed and Growth Mind sets - Stanford Ron Heifetz – Research on Adaptive Leadership Harvard Kennedy School Heuristic – Researchers have found that people rely on rules of thumb, when making decisions. These simplifying strategies are called heuristics. (Bazerman & Moore, 1970)

8. Equity: We Celebrate our Diversity and Will Provide Necessary Resources and Supports to Eliminate Barriers to Success and Foster a More Equitable Future For All Our Kids. True educational equity is not the same as equality. In decisions regarding educational equity, the following must be considered: Opportunity: An equal opportunity to gain entry. Access: All students are provided educational experiences that ensure the achievement of certain uniform goals and objectives. Inclusive Process: A state beyond nondiscrimination that is characterized by fair and just, but not identical treatment. Implementation: Differentiation Based on Need Adapted from The College Board. (2000). Educational equity school level services PACESETTER July, 19, 2001.

9. Systemic Equity Outcomes Student Success Enhanced Collegiality Increased Capacity Authentic Actionable ConversationsInquiry/Asset Community Based

10. PURPOSEFUL CONVERSATION Establish the purpose. Why are we here and what is the purpose of this meeting What do you hope to accomplish through the conversation? What evidence during the conversation will lead you to know you have been successful? What do you want to be sure you do well during the conversation?

11. Clear Deep Listening No - Judgment that leads to Blame - Shame Respond, don’t react Accept what others have to say Breathe and pause before responding Reflection Redirect yourself to be a positive contributor when needed

12. What is bias?

13. Manifestation of Bias All information and points of view can generate some form of bias. All biases come with a common set of thoughts, expectations, language and behaviors.

14. Bias is simply each person’s unique predisposition of how to see the world. It’s our own thinking when we are confronted with new events. Bias is used to describe a tendency or preference towards a particular perspective, ideology or res ult. A pre-formed negative opinion or attitude toward a group of persons based on their race, religion, disability, sexual orientation, age, ethnicity...

15. Bias, Influence and Building Relationships How do your biases show up? Do your biases inhibit or enhance your ability to be in authentic relationship? How do individual and systemic biases impact and influence your school culture ?

16. “The real voyage of discovery consists not in seeking new landscapes but in having new eyes.” -Marcel Proust

17. “What’s new in your eyes?”

18. Action Steps Leaders of the best performing organizations defined their jobs in terms of identifying and constantly communicating commonly held values, shaping such values to enhance performance, ensuring the capability of people around them, and living the commonly held values.” (Heskett & Schlesinger, 1996. P.112)

19. Turn & Talk What are 2 – 3 things you will infuse into your Leadership model from our work today? What do you see as next steps in this process for you?

20. Whole Group Share What is something you are thinking about? What will you take back to your community as the leader from our work today? What are your next steps?