Introduction to ”Diversity Icebreaker” How to handle diversity in organizations Preferences, Positiones og Processes Bjø

1. Introduction to ”Diversity Icebreaker” How to handle diversity in organizations Preferences, Positiones og Processes Bjørn Z. Ekelund E-mail: bze@human-factors.no Human Factors: People, Processes og Results

2. Diversity Icebreaker: • A fast, simple and easy understandable • questionnaire with concepts that make people aware • People are different, a bit personality component • They have different communication preferences • They take positions towards each other, often they polarize • They can contribute differently in different stages of processes • Collective and individual self-reflection, psychological safety, • Shared language, prejudices and social stigmas • (in- and out-group processes), reflective liberation • ….unique way of starting learning processes in • organisations and seminars

3. Dealing with diversity in three ways The Destroyers show negative stereotyping, mistrust, and as a result, poor performance. The Equalizers overlook or suppress differences. The Creators recognize, accept, nurture and leverage differences to get high performance. How can you leverage differences? By: Mapping – Investigating similarities and differences. Bridging – Communicating across the differences, putting yourself in the others’ place (decentering), and then re-centering on common ground. Integrating - Ensuring participation, resolving conflicts, building on ideas.J.J.DiStefano and M.L. Maznevski, 2000

4. Diversity often discussed in relation to Creativity (in order to avoid ”Groupthink”) Efficiency (Person – role fit) Identity: But, diversity is also a question of identity; ”I am different from you”, and it is important that this is acknowledged in the interaction.

5. History of Tricolor model of Team role • Conceptual development, make more simple complex team role concepts, preferences for perceptions and interpersonal interaction (Ekelund, Hegge, 1998) • Used in marketing campaign in energy (Ekelund, 1999) • First version:; Three dimensions and 15 x 3 questions • Gender based market segmentation analysis (Hegge, 1998) • New Version • Revised May 2004, small changes in questions, 6 marks pr line • Norms developed • Reduced to 14 x 3 questions June 2005, alpha – 0,76 – 0,82 Late version with hidden dimensions and carbon paper January 2006, to be presented for global trials Human Factors

6. Validation in relation to • Interaction challenges IP64 • Personality NEO-PR • Emotional Intelligence (BarOn, Petrides) • Cultural values CPQ 8 • Team Performance Inventory, diversity effects or added effects • Leadership dimensions • Cross Professional Check List • Experience of Flow in seminars • Professional / organizational differences (Ekelund & Langvik, 2006) Human Factors

7. 3 samples in relation to mean

8. Positions A difference in the team is not an individual quality, it is a more or less relevant difference between different team members. Diversity creates dynamics, but this is threatening, needs good process management Similarity creates cohesion, safety and collective resonance Different focus can reduce or enhance differences. A homogenous group can become heterogenous with a focus on differences - And the other way….

9. Values Competence Goal Team Flower Shared Unique

10. Processes How do work with diversity? Which roles do we take? What rules do we have in between roles, flexibility and conflicts? Shared understanding of authority accountability and responsibility? Blue, Red and Green, just illustrations – What concepts, roles and rules do we need to have in our work? Gestalt – different color perspectives integrate parts into a new gestalt Synergy – create a new solution based upon each individual contribution Polyphony – play together, undestanding co-ordination Gestalt – learn through different perspectives based upon performance