1. 1 Valuing Diversity & Managing Across Difference November 12, 2009 Class 11 MGMT E-4000

2. 2 Agenda Introduction –Discussion of Ground Rules Building Individual Level Awareness –Pie Exercise –Dimensions of Diversity –Experience of Being “Other” Understanding Group Level Dynamics –Stereotypes and Their Effects Exploring Organizational Level Strategies –Interaction of Organizational Systems and Diversity –Cultural Audit

3. 3 General Workforce Demographics By 2050, the following trends will be a reality: –People of color will make up nearly half the population. –Women will move in greater numbers to leadership positions. –Immigration will account for two-thirds of the nation’s population growth. –The population of older Americans will double. –One-quarter of all Americans will be of Hispanic origin. –People with disabilities will become an increasing presence in organizations.

4. 4 Ground Rules Can we agree to abide by these ground rules in the discussion that we will have today? Is there anything that you need to add in order to feel more comfortable sharing your experiences and ideas today? You will only get out of this what you put into it. At least once in today’s discussions, try to take a risk that feels important to you.

5. 5 Pie Exercise Break into dyads and discuss: –What did you include? –What did you exclude? –Similarities? –Points of divergence?

6. 6 Dimensions of Diversity Primary Immutable human differences that are inborn and/or that exert an important impact on our early socialization and an ongoing impact throughout our lives. Secondary Mutable differences that we acquire, discard, and/or modify throughout our lives. These dimensions tend to be less salient than those that are primary.

7. 7 Paying Attention to Dimensions of Diversity There is no one hard and fast definition of diversity; the dimensions of diversity present as well as the context must always be considered. Our identity is, in part, based on these dimensions. Other react to us by reacting to the primary dimensions that they see. The similarity and attraction paradigm is often in operation. In the absence of information, we tend to rely on myths and stereotypes. “Otherness” is often seen as deficient, not different.

8. 8 Experience of Being “Other” In table groups: Take 20 minutes to discuss: How did you feel as you were doing your exercise of being “other”? Did you act differently from how you typically do when entering a new situation? What lesson can you take from this experience and apply to your job? Note commonalities and differences across your experiences. Be prepared to share with larger class: A few key points and take-away lesson(s).

9. 9 Being “Other” Fear of the unknown Lack of knowledge of cultural norms and modes of behavior Heightened sensitivity Imposter syndrome Feeling of stress Appreciation of smallest gesture Fatigue

10. 10 Stereotyping A process by which individuals are viewed as members of groups and the information that we have stored in our minds about the group is ascribed to the individual. Widely practiced means of simplifying the world and making perceptual and cognitive processes more efficient. (Cox, 1994, Cultural Diversity in Organizations: Theory, Research & Practice)

11. 11 Effects of Stereotyping Organizational Entry Hinders some groups from gaining entrée Career Mobility Perpetuates “glass ceiling” and stops advancement Evaluation Attributions of luck rather than skill

12. 12 Collusion Cooperating with others knowingly or unknowingly to reinforce stereotypic attitudes, prevailing values, behaviors and/or norms. Collusion is generally done out of self-protection and fear. –Silence –Denial –Active Cooperation

13. 13 Article Discussion At Tables: What resonated most? What ideas were new to you? What have you seen implemented well/not so well? Paradigms of Managing Diversity Discrimination and Fairness Paradigm Access and Legitimacy Paradigm Learning and Effectiveness Paradigm

14. 14 Systems & Processes Some examples: Recruitment “ Similar to me” phenomenon Take proactive steps to reach out to different venues and people Performance Appraisals Differential application of standards Utilize 360 degree feedback Mentoring Protective hesitation Promote critical and authentic feedback Leadership Opportunities Gender stereotypes about who is able to lead Provide opportunities to men and women alike What other examples can you think of?

15. 15 Assessing Your Culture If you were to conduct a cultural audit of your organization, what three issues related to diversity would surface? 1.___________________________ 2.___________________________ 3.___________________________ Please list three initiatives or programs that you could develop or implement in response to the issues raised in your cultural audit. 1.________________________ 2._________________________ 3._________________________

16. 16 Closing Quote “Little by little, I discovered that no matter who we are, you and I are on the same journey. We are all looking for truths, asking critical questions, seeking meaningful answers. We’re in this together and our differences are a valuable resource as we work together. Suddenly, it has become so obvious: everyone has something important to contribute; we all hold a piece of the puzzle. ” (Gallos & Ramsey, 1997)

17. 17 Sample Journal Questions What are some of your biases and assumptions, and how do they impact you at work? What can you/have you done to address and even overcome certain biases and assumptions? As a manager, how conscious are you about managing across difference? What do you specifically do to create a more inclusive work environment? What has the impact of these efforts been? Are there some dimensions of diversity you are more comfortable/uncomfortable addressing? What systems does your organization have in place that either promotes or discourages inclusiveness? Have you thought about these before? What can you do to improve any system that need improving? What ideas about diversity in the workplace did the readings introduce to you?