PERSPECTIVE:

1. PERSPECTIVE: A NEW WINDOW ON DIVERSITY

3. Workshop Overview • About This Course • About Diversity • About Humanity • About Leverage • Building a Diverse Organization Plans and Commitment

4. Objectives of this Course • By gaining a new perspective on our differences, we can leverage our organization’s diversity in ways that maximize our collective strengths and minimize our weaknesses.

5. What are the BENEFITS? • Increased organizational productivity • Speedier conflict resolution • Lasting conflict resolution • Enhanced ability to recognize opportunities • Better relationships with co-workers and customers

6. Remember: • The effectiveness of today’s training begins and ends with me.

7. What is PERSPECTIVE? • how I view the world and everything in it.

8. What is LEVERAGE? There are many ways to move the boulder. The best ways will involve STRATEGIC use of ENERGY for the greatest EFFECT.

9. What is DIVERSITY? • The fact or quality of being different.

10. A Diversity Principle: • Different people see the same things differently.

11. A Diversity Principle: • Because we see the same things differently, we assign value based on our differentexperiences.

12. COMPLIANCE: A desire to obey the law and avoid negative consequences. An attempt to address historical wrongs. Organizational approaches to Diversity

13. COMPASSION: A need to better understand our co-workers and customers. A desire to improve the quality of our interactions. Organizational approaches to Diversity

14. COMPETENCE: A need to achieve our collective goals and objectives. A desire to work together and serve our clientele without diversity-related problems. Organizational approaches to Diversity

15. CREATIVITY: A need to use our differences to increase our strengths and provide a competitive edge. A desire to identify opportunities that others might miss or perceive as problems. Organizational approaches to Diversity

16. About Differences and Similarities • There are 350,000species of beetles. There is ONEspecies of humans. • We are morealike than we are different.

17. About Differences and Similarities • We DO what we do to GET what we NEED.

18. Basic needs we all share • PERSONAL Live Love Significance Variety

19. Basic needs we all share • ORGANIZATIONAL Productivity People Purpose Progress

20. FEEDBACK The Galileo Reality Model INVISIBLE VISIBLE NEEDS BELIEF WINDOW BRIDGE BEHAVIOR RESULTS

21. A Diversity Principle: • To be truly effective, we must meetour needs over time.

22. Racial and ethnic groups are real the way money is real – because people believe they are and act on their beliefs. • DAVID BERREBY, Us and Them

23. A Key Question: • Will these results meetour needs over time?

24. A Diversity Principle: • People often respond differently to the same situationbecause of what they have written on their BeliefWindow.

25. A Diversity Principle: • We are not always awareof what we havewritten on our BeliefWindow. This can mean we are not always testingour beliefs for accuracy.

26. A Diversity Principle: • Our ability to leverage diversitydepends onchallenging our beliefs.

27. Rational Conscious Emotional Subconscious Diversity & the Mind • DIFFERENT = DANGEROUS

28. Imprinting Significant Emotional Experience Repeated Experience Recent Experience Self Talk Conversation Reading Writing Visualizing Kinetics Behavior

29. DIFFERENT = INFERIOR

30. DIFFERENT = INFERIOR SUPERIOR

31. DIFFERENT  INFERIOR SUPERIOR

34. Acceptance Prejudice The Pre-Judging Continuum Stereotyping No judgment Classification Bias

35. Truth Tools: The Why Drill • What EVIDENCEdo you have to support that BELIEF? • Who or what was the SOURCE? • How RELIABLE is the SOURCE? (Did this BELIEF meet their needs over time?

36. Truth Tools: Observe Behavior • What’s really HAPPENING here? • Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?

37. I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdgnieg.  The phaonmneal pweor of the hmuan mnid!  Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are; the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig, huh?

38. Truth Tools: Observe Behavior • What’s really HAPPENING here? • Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on? • What’s LIKELY to happen in the future?

39. Truth Tools: Use Benchmarking • Does it work the SAME WAY in other ENVIRONMENTS? • Is it TRUE for EVERYONE in my SITUATION? • What are others DOING? • How WELL is it WORKING?

40. Truth Tools: Look at History • What REALLYHAPPENED? • What are my SOURCES? • How CREDIBLE are they? • Are we REPEATING old PATTERNS? • What will make it DIFFERENT this TIME? Learning From The Past

41. NEEDS BELIEF WINDOW BRIDGE BEHAVIOR RESULTS FEEDBACK The Galileo Reality Model

42. Pro: Forward • Duce: To lead • Productivity: Leading forward…

43. Efficient = Results right now • Effective = Results over time

44. How we imprint groups Policy Practice Strategies Structure Signage & Decor Meetings & Internal Communications Rumor Mill Employee Meetings Leadership Behavior

45. The LEVERAGE PROCESS • Identify common ground. • Acknowledge differences. • Accept differences. • Identify opportunities. • Capitalize on differences. • Assume responsibility.

46. A Key Question: WHAT AM I GOING TO DO TO MAKE THIS HAPPEN?

47. The Diversity Plan Framework Belief Window Changes

48. The Diversity Plan Framework Physical and human resources

49. The Diversity Plan Framework Structural changes

50. The Diversity Plan Framework Time and Priority