Micro Behaviors

Report
Microbehaviors
Understanding, Harnessing, and Leveraging the Power of the Unconscious Mind
202-606-3260 | [email protected] | www.thenewiq.org
Test Your Attentiveness
Wrong mental maps lead to
wrong solutions which lead to
lost resources
http://www.youtube.com/watch?v=Ahg
6qcgoay4
2
2
The Titanic
3
Newspapers from the time estimated the size of the iceberg to
be between 50 to 100 feet high and 200 to 400 feet long.
Titanic was navigable for awhile and could have pulled aside
the iceberg. Many people could have climbed aboard it to find
flat places to stay out of the water for the four hours before help
arrived. Fixated on the fact that icebergs sink ships, people
overlooked the size and shape of the iceberg (plus the fact that
it would not sink.
4
Challenging Your Mental Map
The first step to challenging
your mental map is
understanding the goal…
Inclusion!
5
Inclusion is…
"the degree to which an employee
perceives that he or she is an esteemed
member of the work group through his
or her needs for belongingness and
uniqueness."
6
Two Important Aspects of Inclusion
Brewer's Optimal Distinctiveness Theory (ODT).
This theory essentially explains the tension that
people experience between the need to be a unique
individual and the need to belong with others.
Uniqueness
Inclusion
Belonging
It is believed that this
tension between
belongingness and
uniqueness is an
underlying theme
diversity and inclusion
literature
7
Brewer's Optimal Distinctiveness Framework
High value in
uniqueness
Low value in
uniqueness
Low Belongingness
High belongingness
Differentiation:
Inclusion:
Individual is not treated as an
organizational insider in the
work group but their unique
characteristics are seen as
valuable and required for group/
organization success.
Individual is treated as an
insider and also allowed/
encouraged to retain
uniqueness within the work
group.
Exclusion:
Assimilation:
Individual is not treated as an
organizational insider with
unique value in the work group
but there are other employees
or groups who are insiders.
Individual is treated as an
insider in the work group when
they conform to organizational/
dominant culture norms and
downplay uniqueness.
Individuals experience feelings of inclusion when a high value is placed
on uniqueness with a corresponding high value on belongingness
8
9
Why do we need diversity and
inclusion?
Wisdom of the Crowds
http://www.youtube.com/watch?v=r-FonWBEb0o
10
The Diversity Trumps
Ability Theorem
The Difference by
Scott Page
Mathematical Truth
“collective ability
equals individual
ability plus diversity
and that diversity
trumps ability”
11
11
When all you have is
hammers…
12
Everything looks like a nail…
13
We can do more with an
assortment of tools…
14
In with the New and out with the Old…
Old
IQ
Individual Smarts
is less important
New IQ
Group Smarts is
most important
15
The New IQ = Inclusion Quotient
Measures
Inclusive Intelligence:
The New IQ
The intentional, deliberate,
and proactive acts that
increase work group
intelligence by making people
feel they “belong” and are
“uniquely” valued.
16
We are
Smarter like
this…
Win
Win
Win
Win
An interactive networked
organization
A stable, robust, highperformance system
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
A Positive-Sum
Game
Win
Win
Win
Win
Win
17
We are less
Smart like
this…
18
A hierarchical
segregated organization
And even
less Smart
like this…
A fragile, unstable, lowperformance system
A Zero-Sum Game
19
What are barriers to
inclusion?
20
Micro-Inequities are….
Usually generated by our unconscious
mind
Small messages of prejudice
Often subconscious
Subtle in nature
Verbal or non-verbal
21
Social Biases that create silos and
limit our potential…
“Like Me”
Bias
“Confirmation”
Bias
22
What Activates Our Biases?
Our biases are most likely to be activated
by four key conditions:




Stress
Time constraints
Multi-tasking
Need for closure
23
Micro-inequities
• Micro-inequities
In 1973, while researching racial and
gender
exclusion in the workplace, Mary
Rowe, Ph.D.,
discovered women and
people of color were bothered by subtle,
seemingly harmless messages of
devaluation that kept them from flourishing.
24
How Do Subtle Slights Impact
Your Business?
In 2006, companies lost $64 billion dollars from employees quitting
their jobs due to “unfair treatment.”
Damages your company’s recruitment & retention efforts
Lowers employee morale and productivity levels
25
Better understanding of the
different aspects of
micro-inequities
• Micro-messages: Social Signals we send to one another through
our behavior. They are called “micro” or “subtle” because the
behaviors are small, although their impact can be enormous.
• Micro-inequities: Subtle slights we send other people that
cause them to feel devalued, slighted, discouraged or excluded.
• Micro-affirmations: Supportive signals that cause people to feel
valued, included, or encouraged.
26
Examples of Micro-inequities
• Constantly being interrupted while you are talking
• Being left out of a discussion/project
• Trying to speak with someone who is reading/sending emails during conversation
• Talking with someone who keeps looking at his/her
watch
• Not being introduced in a meeting and then being
ignored
27
Examples of Micro-inequities
•
•
•
•
Rolling of the eyes
Cutting down ideas before they can be entertained
Staying on the cell phone with no explanation
Mispronouncing your name or misspelling your name
28
How do we create
inclusive
environments?
29
Becoming a Trim Tab at Work
• Identify common
themes
• Using workbook
write down
examples from
video
Discussion of FranklinCovey Trim Tab Video
When thinking about “how can I possibly create
change in my organization,” think of being a trim
tab. Your small actions, your work in your circle of
influence can create, over time, a big impact on
your organization.
30
3 Small Steps to Creating Habits
1. Shrink the change
2. Find a spot
3. Train the cycle everyday
31
32
33
34

similar documents