Loading...
HomeMy WebLinkAbout00.a.-1 (Handout) Presentation■ 41 dlL 41 dlL OURALUES Our core Values guide ourTily decisions and how vire fulfill our mission,'v slo.n, arab goals ENVIRONMENTAL SUSTAINABILITY We conduct our business to safeguard and im prove o u r pi an -et. (DIVERSITY, EQUITY, AND INCLUSION We value people of all b=kgroundsr cultures and perspectives, and we are committed to the principles of equity and inclusion. FISCALYEAR 2022-24 GOALS GOAL t: Customer and Community Provide exceptional service GOAL 2: Environmental Stewardship Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts GOAL 3: Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds GOAL 4: Governance & Fiscal Responsibility Uphold integrity, transparency, and wise financial management in an effective governing model GOAL 5: Safety & Security Provide a safe, secure, and healthful workplace that foresees and addresses threats GOAL 6: Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 7: Innovation & Agility optimize operations for continuous improvement, and remain flexible and adaptable CUSTOMER SERVICE We rare responsive to our custorners,and MISSION,VISION, we deliver ori our comrr�itr�ent #o provi� s -of er re liab le, an c# c ost-effi tient service s. VALUES ElulPLOYEES We empower our employees to coo their OURMISSION A 3 best work. To protect pubIIc health and the environment INTEGRrry We holm aursehres accountable to a high OUR VISION stondard of honesty, reliability, To be ars innovative Industry leader In and tronspa ren cy. environmenta I stewardship and sustaIna bIl Iter, INNOVATION whIl a del vert rig exaeptIonal servl ae at a oor�twr�r�ously improve c�nc� optimise respar�sible rates our operation& ENVIRONMENTAL SUSTAINABILITY We conduct our business to safeguard and im prove o u r pi an -et. (DIVERSITY, EQUITY, AND INCLUSION We value people of all b=kgroundsr cultures and perspectives, and we are committed to the principles of equity and inclusion. FISCALYEAR 2022-24 GOALS GOAL t: Customer and Community Provide exceptional service GOAL 2: Environmental Stewardship Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts GOAL 3: Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds GOAL 4: Governance & Fiscal Responsibility Uphold integrity, transparency, and wise financial management in an effective governing model GOAL 5: Safety & Security Provide a safe, secure, and healthful workplace that foresees and addresses threats GOAL 6: Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 7: Innovation & Agility optimize operations for continuous improvement, and remain flexible and adaptable Bringing inclusion to life ... "Leadership that: promotes and facilitates experiences of inclusion 7 for all, across multiple identities M supports the developmentof workgroups, 44 Al organizations, communities, and even whole societies where diversity is a source of collective advantage engages and facilitates ideas, contributions, and direction from all types of people advances equity and social justice as focal goals" Copyright © 2023 by Bernardo Ferdman, Ph.D.All Rights Reserved. (Ferdman, 2021) SALU DOS/GREETINGS/CONNECTIONS HELLOS Authentically greet everyone else who is here 6/5/2023d 0 Ferd ma n CONSULTING GOALS Develop a shared understanding of diversity, equity, and inclusion (DEI) as these apply to Central San and its Board. Deepen the Boa rd's shared commitment to Centra I Sa n's core va I ue of diversity, equity, and inclusion and to the principles of equity and inclusion. � Discuss the implications of DEI for how the Board members work together. Begin to map a collective path forward for the Board to continue to support DEI as a core value and practice at Central San. Ferdman 6/5/2023 CONSULTING 6 Our road map for today... Welcome, goals/agenda, "hellos," check-in The" how": Creating space for lea rn i ng and working across differences Approach & assumptions Agreements Conocimiento Exploring the "what, why, & how" of diversity, equity, & inclusion: for inclusive leadership "' The challenge of differences "' Adaptive leadership and adaptive DEI challenges Key concepts and framework Diversity, inclusion, equity, racism & anti -racism The what and why of DEI at Central San Bringing inclusion to life in the work of the board: individual, group, and organizational components Exploring& fostering experiences of inclusion Bringing inclusion to life through our inclusive behavior " Inclusive organizations Closing reflections Ferdman 10 6/5/2023 CONSULTING M 7 "Check-in Bringing Everyone's Voices into the "Room" Briefly (1 min or less): alp One recent insight or question that you've had about diversity, equity, and inclusion One hope for our time together today THE "HOW" Creating Space for Learning & Working Across Differences My approach & assumptions Inclusion requires both comfort & discomfort Group agreements Conocimien to Howl approach work on DEI & inclusive leadership Beyond representation Behavior& the journeymatter ("here & now") Individual and 0 collective responsibility A positive approach Strategic & systemic "Both/and" 6/5/2023 4d 0 Ferdman CONSULTING Copyright ©2023 by Bernardo Ferdman, Ph.D.AlI Rights Reserved. 10 Levels of DEI Work FerdmanFF 6/5/2023 CONSULTING 11 Paradox of Safety& Comfort How much freedom of action and what range of expression do we each have? What demands can we make of each other and what responsibilities do we have toward 6/5/20234d tF each other? How can we be safe (enough) as we interact? Comfort& "My Way" Inclusion is about increasing individual and collective comfort Ferdman CONSULTING Discomfort & Openness to Change Inclusion is about leaving individual and collective comfort zones, expanding options and responses Ferd man, 2017, The Journal ofApplied Behavioral Science Copyright © 2023 by Bernardo Ferdman, Ph.D.A[I Rights Reserved. 12 Inclusion Safety Participation W1, Belonging Comfort Difference Uniqueness "Deviance" Discomfort 6/5/2023Ferdman Copyright© 2023 by Bernardo Ferdman, Ph.D.All Rights Reserved. 13 CONSULTING Proposec'Ag reements for Our Work Together � Model &practice respect &inclusion • Be fully present & participate • Listen to understand • Make room for all to engage and speak. Move up, move back. • Speak for yourself in your own voice ("I ..."). Don't assume agreement or consensus. Co -create a "brave space" for learning& dialogue • Recognize we're all in process • Lean into discomfort • Accept others' reality as true for them • Remember that impact matters - not just intent • Note and share your learning • Honor confidentiality of individual behavior, stories, participation Anything else? (What do you need to fully engage?) Ferdman 6/5/2023 CONSULTING 14 conoomlento What are 2 to 4 identities that: Are important to you and your place in the world in some way? Have Shapec who you are and what matters to you? o Others may or may not � when they first meet you (or later)? How do these identities shape how you show up and what you most value as a Central San Board Member? In the context of these identities and who you are, what makes diversity, equity, and inclusion particularly important to you? 6/5/2023 4d 0 Ferdman Copyright© 2023 by man Bernardo FerdPh.D. Rights Reserved. 15 CONSULTINGg EXPLORING THE "WHAT, WHY, & HOW" OF DIVERSITY, EQUITY, & INCLUSION dh16, Key concepts and frameworks for inclusive leadership CHALLENGE OF DIFFERENCES What (Colors) Do You See? [What (colors) do you see?] How does this connect to diversity, equity, & inclusion (on this Board and at Centra! San),? Ferdman Copyright© 2023 by Bernardo Ferdman, Ph.D.A[I Rights Rese CONSULTINV 1 W_ e The Challenge of Differences 9 J ress Q y Ferdman . Copyright© 2023 by Bernardo Ferdman, Ph.D.AH Rights Reserved. CONSULTING The circle of understanding (Gurevitch, Z. D., 1989, The power of not understanding: The meeting of conflicting identities. Journal ofApplied Behavioral Science, 25, 161-173) na bi lity to understand Ability to not understand Ability to understand I na bi lity to not understand Ferdman 6/5/2023 CONSULTING k 20 The Ladder of Inference (Argyris, as adapted by Ross; see also W. R. Noonan, Discussing the undiscussable: A guide to overcoming defensive routines in the workplace) 6/5/2023 r Take action T Adopt beliefs T Draw conclusions r Make assumptions I Add meaning r Select data EVER YEA Y EXPERIENCES Using the ladder of inference Become more aware of your own thinking and reasoning- including cultural bases (reflection) Make your own thinking and reasoning more visible to others Inquire into the thinking and reasoning of others (inquiry) • What are the observable data behind that statement? • Does everyone agree on what the data are? • Can you run me through your reasoning? (What does your "ladder" look like? • How did we get from those data to these assumptions? • Tell me more about what you meant when you said .... (adapted from Senge, Kleiner, Roberts, Ross, &Smith, 1994) Ferdman CONSULTING 22 111b6/5/2023 ADAPTIVE LEADERSHIP (Ron Heifetz) Leadership is an activity, not a set of personality characteristics i activity of leadership: Mobilizing groups and individuals to ddress adaptive challenges, and helping to create the conditions that make this adaptive work possible The key to adaptive leadership is understanding the difference between technical challenges and adaptive challenges 6/5/20234d tF CONrdma G f 23 1. 3. ADAPTIVE CHALLENGES No clear answer Require learning, experimentation, and adjustment Contrast with technical problems (which require expertise and procedures) DISCOVERING & ADDRESSING ADAPTIVE CHALLENGES REQUIRES INCLUSION The Role of Leadership: ■ Direction ■ Protection ■ Orientation ■ Managing conflict ■ Shaping norms d 0Ferdman 6/5/2023 CONSULTING 24 Adaptive DEI Challenges Across the Employee Some Examples Attracting • Are we an organization that is appealing to a sufficiently broad set of people? • Is attention to diversity addressed and incorporated into our approaches to recruitment and attraction of new people? In whose image from what perspective(s) is the organization built and defined? • Whose interests does the organization serve? Life Cycle: Hiring Retaining • How do we define our How well do we work with positions and jobs? ' and across (many) • Are we sufficiently open to differences? differences? Do we incorporate and apply • What criteria do we use and the skills, behavior, policies, how do we apply them? and practices that will • Have we eliminated invidious support inclusion of multiple [approaches? barriers? identities, perspectives, and • Where and how do we source - candidates? How equitable are our compensation and reward systems, our performance appraisal approaches, and oursuccession planning? 6/5/2023 M 0 Ferd ma n CONSULTING Copyright©2023 by Bernardo Ferdman, Ph.D. Rights Reserved. M 25 Adaptive DEI Challenges for the Board How can we best serve the people who elected us AND support Central San's staff? Howcan we (continue to) earn the trust of ourstakeholders-especiallyCentral San's staff? Howcan we practice inclusion and foster equity in our policies (especially in an increasinglypolarized and politicized environment)? Howcan we "protect public health and the environment" both nowand in the future, ensure the future stability and sustainability of Central San and its facilities, empower and sustain ourstaff, AND "provide exceptional service at responsible rates"? Howcan we each advocateforour individual positionson the Board and at the same time use and benefit from ourdifferences? Howcan we use ourvarious perspectives and standpointsto togethercreate the best future forCentral San? How can we best lead the way on inclusive leadership (even as we are learning)? Others? 6/5/2023 � � CONSULT NG � 26 Core concepts (reminder) Diversity • "counting differences" • presence in a group or organization of people with a variety of identities, backgrounds, styles, and perspectives on a range of dimensions of difference Equity Inclusion • "making differences count" • fostering a work culture where everyone --across identities and backgrounds --can do their best and make their full contribution without having to hide or suppress valued aspects of themselves • helps to gain the benefits of diversity • creating justoutcomes& processes • working to foster fairness in experiences and opportunities (and service) so that these do not unfairly depend on one's identities or social position 6/5/2023 Ferdman CONSULTING Copyright©2023 by Bernardo Ferdman, Ph.D.AlI Rights Reserved. Dimensions of Diversity • Gender& gender identity, gender • Age expression • Generation • Race • Immigration status, documentation, • Ethnicity background • Sexual orientation • Cognitive abilities • Language • Nationality & national origin • Tribal/indigenous origins Class &/or caste • Abilities/disabilities • Work style, personality • Politics: values, affiliations, etc. • Job role and function • Geography • Religion/spirituality • Culture • Education • Learning style • Work experience • Life experiences • Profession and professional identity Others? Which matter/should matter at and for Centra! San &the Board? How? Why? Ferd ma n 28 CONSULTING SYSTEMS OF INCLUSION: A MULTI-LEVEL FRAMEWORK 1 Society: inclusive policies, practices, values, Ideologies Organization: inclusive poticiies, practices, c1fmates Leaders and leadership: inclusive practices Groups and teams: Inclusive practices, norms; collective experience of inclusion Individuals: inclusive interpersonal b h e I QV WL Experience of inclusion: individual Source: Ferdman, 2014 6/5/2023 Ferdman CONSULTING Copyright© 2023 by Bernardo Ferdman, Ph.D.All Rights Reserved. 29 MEMwE-q uityAd � "Creating just outcomes & processes" Justice, Fairness: - ■ in experiences, processes,, outcomes • Giving everyone what they need to be successful AND access to fair policies, practices, and systems • Acknowledging and addressing historic and current -day barriers that some groups experience (eliminating inequity) • Extraneous factors do not determine service or outcomes • All people are treated in ways that respect and take account of identities, backgrounds, needs, and similar factors [Contrasts with equality (treating everyone the same) 6/5/2023 J 10Ferd ma n CONSULTING I& Copyright© 2023 by Bernardo Ferdman, Ph.D.A[I Rights Reserved. 30 Equity versus Equality Equality Equity Image: Robert Wood Johnson Foundation 6/5/2023- Ferd ma n CONSULTING What would a diverse, equitable, and inclusive workplace look like at Central San? Fair treatment • Everyone is treated fairly and with respect, regardless of (and with appreciation for) their race, gender, ethnicity, background, and other identities. Assumptions and biases are addressed and eliminated. • A fair playing field: employees are hired, promoted, and given opportunities based on their merits and qualifications, rather than on any biases or favoritism. Inclusive and supportive culture • Employees feel safe and comfortable expressing themselves and theiropinions and are provided with the necessary tools and resources to grow and succeed in their roles. • There are accommodations and flexibilityto help foster equity and to empower staff to do their best. • The culture encourages collaboration, open communication, and the ability to disagree maturely, without being condescending ordism issive. Inclusive and transparent decision-making Diversity at all levels • Leadership is diverse and promotes diversity in the workforce; • Leaders serve as role models, ensuring accountability, and they support and empowerstaff. 6/5/2023 Ferdman IV CONSULTING Some areas for improvement at Central San: • addressing male bias • increasing transparency • ensuring more equitable distribution of work and pportunities • building trust & collaboration across "s i los" 32 Inclusive Behavior Copyright ©2Bernardo Ferdman, Ph.D. Allll Rights Reserved. Acknowledge, connect, and engage with others. Greet Become comfortable with discomfort. Use discomfort as them (in culturally appropriate ways). Get to know them. an opportunity for learning. Speak up and encourage Connect before beginning tasks. others to do so. Address disagreements; engage difference. Listen deeply and carefully as an ally, not as a critic. Check for understanding. Be present & focused. Engage a broad range of perspectives. Invite new voices. Create space for dissent. Continue to check whether people feel included. Openly share information and seek transparency. Share your intent and process. Be curious. Learn how other people and groups may see and experience the world differently than you or your groups. Test your assumptions. 6/5/2023 Increase yourself -awareness. Understand your biases, assumptions, cultural background, and areas of privilege. Be aware of how your verbal and non-verbal communicate to others. Be willingto learn and be influenced by others. Ask others about what they know, think, and feel, especially when their perspective may be different from yours. Be respectful and demonstrate fairness. Be aware of your biases and how your verbal and nonverbal behavior communicate respect. Rememberthat fairness is not equal to sameness. Foster interdependence & teamwork. Move from an "I" to a "we" mindset. Invite active participation of all team members. 10 Ferdman Which inclusive behavior(s) will you commit to practicing more CONSULTING intentionally or more frequently? Which will you begin to practice? Inclusive Leadership Practices Hold yourself and others accountable for creating an inclusive culture • Use your power and position to challenge inequities at the individual, group, and system levels. • Create safety for self and others. • Question traditional assumptions regarding what performance and performers look like. Invite engagement and dialogue • Take the time for authentic conversation. Model bringing one's whole self to work, and give permission for and encourage others to do so _ • Be vulnerable. • Be intentional about where you show up and where you are visible. Foster transparent decision-making • Model not having all the answers. • Share data and information to the fullest extent possible. Understand and engage with resistance • Have a goal of creating the best possible option rather than influencing others to agree. • Explicitly consider and ask who else needs to be Understand and talk about how inclusion connects included—continually ask who is missing. to the mission and vision 6/5/2023 I Ferd ma n 34 CONSULTING Copyright© 2023 by Bernardo Ferdman, Ph.D.A[I Rights Reserved. Inclusive & equitable organizations: systems, policies, culture,... eecl to consider structure (formal systems/policies), culture (shared assumptions, values, beliefs, mental models), behavior& mindsets (including attitudes& perceptions) 6/5/2023 IfIQy7/�1/ �s tlrh�b}7 1 Lcr ■rW ftad"*hp. Gra. W Intl Elam. J Irc4N Ye pracilc:�. Ind.nw,.b- IIFf IJumi .� Ferdman I CONSULTING Some practice areas: • Leadership & leadership development • Talent management (recruitment, selection, assessment, onboarding, dev't, etc.) • Integration/alignment with other processes/systems (e.g., procurement, talent management, etc.) • Fostering identity (cultural & organizational); employee resource groups • Communication (internal & external) • Behavior & culture: values; team building/skill building; ongoing support & development • Measurement, accountability/evaluation, monitoring Copyright© 2023 by Bernardo Ferdman, Ph.D.A[I Rights Reserved. 35 Using a DEI Lens Making diversity, equity, and inclusion a consideration and perspective that affects what we do, how we do it. who does it in ways that both reflect and inform our mission, vision, values, and/or strategic objectives. Systematically and systemically: understand ingand using diversity as a source of strength and building block for success fostering inclusion in ways that benefit both the collective and all/each of its members iri intentionally disrupting patterns of social inequality and creating and sustaining more equitable and just practices and systems Implementing mindsets, behavior, policies, and practices that support full belonging of everyone, across many dimensions of diversity Multiple levels: individual, team, organization, and interface with clients, communities, and society 6/5/2023Ferd ma n CONSULTING Copyright©2023 by Bernardo Ferdman, Ph.D.AlI Rights Reserved. 36 Reflections/Commitments 1 learned ... I will... 6/5/2023 mi 0 Ferd ma n CONSULTING Call to Action: Toward More Inclusion and Equity Commit to everyday practices ' Be intentional and consistent in your inclusive behavior and your practices to foster equity Notice what is happening • Pay attention to the impact of your practices on individuals, groups, aroundou and the effects of and systems (and vice versa) y •Remember that a behavior is inclusive only to the extent that it what you do (or don't do) increases others' experiences of inclusion _ • As you notice what works and what doesn't, be prepared to adjust, 5 adapt, and grow Continue to learn Engage in dialogue with others (especially those who are different from you) to help your learning journey, to test your assumptions, and to challenge you do do better - as well as to support others in their learning journey Remember that it's an ongoing • To be most effective, our everyday practices of inclusion should be journey that is never done intentional and conscious 6/5/2023 9 Ferd ma n CONSULTING Copyright©2023 by Bernardo Ferdman, Ph.D.AlI Rights Reserved. 38 THAN K YOU! Bernardo Ferdman, Ph.D. E-mail: bernardoC@ferdmanconsulting.com Web: https:,(/ferdmanconsulting.com Linkedln: [in kedin.comlin/ferdman Twitter: @bferdman racticeofinclusion.com inclusiveleader.com X> inclusion @work ° https://inclusionatwork.com by Ferdman Consulting L E A OE RSR IR: AES EA R[H AMO P R A G EI GE SERIES Book excerpt: bit.ly/i ndusionfutcru mchapter 6/5/2023 M 0 Ferdman 39 CONSULTING 1161L - Some References& Resources Annotated resources on inclusion: httDS://bit.ly/inclusioninfo Burlacu, G., Ferdman, B. M., Shyamsunder, A., Eagly, A., Kepinski, L., & Nugent, J. S. (2018). New directions in diversity and inclusion: A dialogue on what truly works. The Industrial -Organizational Psychologist, 55(3). (https://bit.iy/TIP-Jan2018) Ferdman, B. M. (2014). The practice of inclusion in diverse organizations: toward a systemic and inclusive framework. In B. M. Ferdman & B. R. Deane (Eds.). Diversity at work: The practice ofinclusion (pp. 3-54). Jossey-Bass. Ferdman, B. M. (2016). If I'm comfortable does that mean I'm included? And if I'm included, will I now be comfortable? In L. M. Roberts, L. P. Wooten, & M. N. Davidson (Eds.), Positive organizing in a global society. • Understanding and engaging differences for capacity -building and inclusion (pp. 65-70). Routledge. Ferdman, B. M. (2017). Paradoxes of inclusion: Understanding and managing the tensions of diversity and multiculturalism. The Journal of Applied Behavioral Science, 53(2), 235-263. doi:10.1177/0021886317702608 Ferdman, B. M. (2021). Inclusive leadership: The fulcrum of inclusion. In B. M. Ferdman, J. Prime, & R. E. Riggio (Eds.), Inclusive leadership: Transforming diverse lives, workplaces, and societies (pp. 3-24). Routledge.(https://bit.iy/inciusionfulcrumchapter) Ferdman, B. M., Prime, J., & Riggio, R. (Eds.) (2021). Inclusive leadership: Transforming diverse lives, organizations, and societies. Routledge. Ferdman, B. M. & Roberts, L. M. (2014). Creating inclusion for oneself: Knowing, accepting and expressing one's whole self at work. In B. M. Ferdman & B. Deane (Eds.). Diversity at work: The practice ofinclusion (pp. 93-127). Jossey-Bass. Shyamsunder, A., Ferdman, B. M., Solberg, E., Saywer, K., Carr, S., & Gilrane, V. (2020). The what, why, how, who, and where of inclusion: Highlights and the way forward from the SIOP 2020 Theme Track. The Industrial -Organizational Psychologist, 58(2). https://bit.ly/SIOPinclusion 6/5/2023 0 F Nrd ma G 40 Source: Ferdman, B. M. (2014). The practice of inclusion in diverse organizations: Toward a systemic and inclusive framework. In B. M. Ferdman, & B. R. Deane (Eds.). Diversity at work: The practice of inclusion (pp. 3-54). San Francisco: Jossey-Bass. ELEMENTS OF THE EXPERIENCE OF INCLUSION (Ferdman CONSULTING) y Bernardo M. Ferdman, Ph.D. All rights reserved. • Ferdman :ONSULTING EZI is this ru Is this 0 Is this true r everylone i A Notes & Element sample questions to ask true for % for everyone i my observations workgroup? _ 1. Do I feel physically and psychologically safe? Do I _. believe that others who share one or more of my ❑ 11 identity groups are also safe from physical and/or psychological harm in the group and in the larger organization? 2. Do I feel secure that I am fully considered a member of the group and organization? Can I ❑ ❑ ❑ move about and act freely (literally and figuratively)? 3. Can I (and others like me) share ideas, opinions, and perspectives—especially when they differ ❑ ❑ ❑ from those of others—without fear of negative repercussions? 4. Am I treated as a full participant in activities and ❑ ❑ ❑ interactions? Am I—and do I feel like—an insider? _ workgroup Can I (or people like me) succeed here? 5. Do I have access to the information and resources ❑ ❑ ❑ that I need to do my work (and that others have)? 6. Do I enjoy being part of the group and the organization? ❑ ❑ ❑ 7. Can I rely on others in my group and organization (and they on me)? Do I feel like we are part of the ❑ ❑ ❑ same team, even when we disagree? FeeHfing respected 8. Am I (and others like me) treated in the ways 1 ❑ ❑ ❑ (they) would like to be? group)9. Do others in the group care about me (and people like me) and treat me (and them) as a valuable ❑ ❑ ❑ and esteemed member(s) of the group and the organization? 10. Am I trusted? Am I cared about? Are people like ❑ ❑ ❑ me trusted and cared about? y Bernardo M. Ferdman, Ph.D. All rights reserved. • Ferdman :ONSULTING Questions for Reflection. Review how many and which boxes you checked (or didn't check), as well as your notes. 1. What do you notice? How do you interpret your pattern of responses? 2. What does this tell you about how much and what in what ways you and others experience inclusion in your workgroup and your organization (or elsewhere)? 3. How do you think people in your workgroup &/or organization who are different from you (e.g., in terms of race, culture, gender, gender identity &/or expression, sexual orientation, age, and/or other dimensions of difference) would respond to the same questions? How might you find out? 4. What are your thoughts or perspectives on your responses? What are the implications? 5. How can you use your insights to help build more inclusion in your workgroup and organization? Copyright D 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. ' ' ' ' ' �' FerdmanCONsuLTING J ❑ ❑ 11. Do my ideas and perspectives influence what ❑ happens and what decisions are made? 12. Am I listened to when weighing in on substantive ❑ ❑ ❑ issues? 13. Can I be truly myself around others in my group ❑ ❑ ❑ - and organization? Do I need to conceal or distort valued parts of my identity, style, or individual characteristics? 14. Can I have genuine conversations with others ❑ ❑ ❑ without needing to involuntarily hide relevant parts of myself? 15. Can I be open, honest, and transparent about my ❑ ❑ ❑ ideas and perspectives? Can I make my contributions in ways that feel authentic and whole? 16. Am I treated fairly, without discrimination or ❑ ❑ ❑ - , barriers based on my identities? 17. Can I (and others) be transparent about and proud of my (our) social identities? ❑ ❑ ❑ 18. Can we address differences in ways that lead to mutual learning and growth? ❑ ❑ ❑ 19. Does the group and the organization notice and value diversity of all types? ❑ ❑ ❑ Questions for Reflection. Review how many and which boxes you checked (or didn't check), as well as your notes. 1. What do you notice? How do you interpret your pattern of responses? 2. What does this tell you about how much and what in what ways you and others experience inclusion in your workgroup and your organization (or elsewhere)? 3. How do you think people in your workgroup &/or organization who are different from you (e.g., in terms of race, culture, gender, gender identity &/or expression, sexual orientation, age, and/or other dimensions of difference) would respond to the same questions? How might you find out? 4. What are your thoughts or perspectives on your responses? What are the implications? 5. How can you use your insights to help build more inclusion in your workgroup and organization? Copyright D 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. ' ' ' ' ' �' FerdmanCONsuLTING Inclusive Behaviors (summary) For Everyone 1. Acknowledge, connect, and engage with others. Greet them. Get to know them. 2. Listen deeply and carefully, as an ally not a critic. Check for understanding. 3. Engage a broad range of perspectives. Invite new voices. Provide space for dissent. 4. Openly share information. Share your intent and process. 5. Be curious. Learn how other people and groups may see and experience the world differently than you and your groups. 6. Become comfortable with discomfort. Use discomfort as an opportunity for learning. 7. Increase your self-awareness. Understand your biases, assumptions, cultural background and areas of privilege. Be aware of how your verbal and nonverbal behavior communicate to others. 8. Be willing to learn and be influenced by others. Ask others about what they know, think, and feel, especially when their perspective may be different from yours. 9. Be respectful and demonstrate fairness. 10. Foster interdependence & teamwork. Move from an "I" to a "we" mindset. For Leaders 1. Hold yourself and others accountable for creating an inclusive culture. Use your power and position to challenge inequities at the individual, group, and system levels. Create safety for self and others. Question traditional assumptions regardingwhat performance and performers look like. 2. Invite engagement and dialogue. Take the time for authentic conversation. Explicitly consider and ask who else needs to be included—continually ask who is missing. 3. Model bringing one's whole self to work and give permission for and encourage others to do so. Be vulnerable. Be intentional about where you show up and where you are visible. 4. Foster transparent decision-making. Model not having all the answers. Share data and information to the fullest extent possible. 5. Understand and engage with resistance. Have a goal of creating the best possible option rather than influencing others to agree. 6. Understand and talk about how inclusion connects to the mission and vision. Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. p. 1 of 5 Ferdma rl Please do not reproduce or distribute without permission. CON SUL1ING Inclusive Behaviors, For Everyone: This is a list of behavior that everyone can exhibit to foster inclusion for themselves and others around them. (All of these behaviors should be grounded in an understanding that we are similar and different from others in group -based identities as well as in individual ways.) 1. Acknowledge, connect, and engage with others. Being present in the moment demonstrates respect. • Greet people (in culturally appropriate ways). • Take time to get to know and connect with people before beginning tasks. 2. Listen deeply and carefully. When we listen to others carefully, we really hear the other person, demonstrate interest, and make it more likely that we are creating safety and connection and building the possibility of dialogue and learning. • Listen more as an ally than as a skeptic or critic. • Be present and focused. Avoid distraction. • Bring cultural understanding to your interactions, noting that aspects of communication (both verbal and non-verbal) vary from person to person and culture to culture. Attend to the message more than to the style of delivery. • Listen for understanding before you judge or try to decide whether you agree or disagree. Ask questions for learning and clarification; check for clarity and assumptions. 3. Engage a broad range of perspectives. Multiple points of view enhance the possibility of better decision-making and problem -solving and increase people's feeling ofengagementand belonging. • Ask who else needs to be part of the conversation or process. • Actively invite new voices and different and alternative perspectives. Provide room for dissenting voices. • Have the courage to say what you believe needs to be said. • Continue to check whether people feel included. • When speaking with others, connect your comments to what the person who spoke before you said. 4. Openly share information; seek clarity and openness. To build trust people must have the information needed to make good decisions. The more open and transparent the process and the information, the more people can add value. • Communicate relevant information. • Share your intent and process. 5. Be cu rious. When we are curious (rather than closed orjudging) we can learn more about others' points of view. • Get to know people, especially those who are different from you. • Identify, share, and test your assumptions. 1 This document is an adaptation of Inclusive Behaviors and Practices (Version 1.1, April 2009) by B. M. Ferdman, J. H. Katz, E. Letchinger, and C. Thompson (created for The Institute for Inclusion and presented in Ferdman, B. M., Katz, J. H., Letchinger, E., & Thompson, C., 2009, March 9, Inclusive behaviors and practices: Report of the Institute for Inclusion Behavior Task Force. Presentation at the Institute for Inclusion 4th Conference, Arlington, VA). mn Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. p. 2 of 5 FerdnFerri o Please do not reproduce or distribute without permission. • Learn how other people and groups may see and experience the world differently than you and your groups. • When someone expresses a different perspective, ask or try to learn why the person holds that perspective, rather than arguing or trying to prove them wrong. Become comfortable with discomfort. Leaning into discomfort enables people to take risks and to speak the truth. It takes courage to be willing to speak up, and some discomfort in the process may be critical to enable more authenticity and connection. • Find and use your voice (even if it is different from others). • Encourage others to speak up and use their voice. • Put yourself in new situations (and make old situations new). • Use discomfort as an opportunity for learning. • Openly address disagreements—don't avoid differences, engage them. • Don't expect perfection. Be forgiving of ourselves, and of others. ncrease you r self-awareness. The more we understand ourselves the more we can partner effectively with others. A key to knowing ourselves is to be involved in a continuous process ofself-learning and increased awareness of self • Continue to educate yourself; developing self-awareness is a continuous and never-ending process. • Understand your biases and assumptions. • Learn about your own cultural background and influences. • Understand your areas of privilege. • Be culturally sensitive/aware; some concepts don't translate well across languages/cultures. • Observe and understand the effects and impact of your behavior, language, etc. • Solicit feedback. • Be clear about how you are similar to and different from others. • Recognize that all of us have complex identities. Educate yourself regarding how your various identities relate to, enrich, and influence each other (for example, how does being a parent relate to being a man or a Latino?). s. Be willing to learn and be influenced by others. No one person has all the answers. The more open we are to learning and being influenced by others the more possibility there is for true connection and inclusion. • Be clear about yourvalues and beliefs, and be willing to examine them based on new information. • Ask others about what they know, think, and feel, especially when their perspective may be different from yours. • Reach out to others. • Identify new people from whom to learn. • Recognize you may not always have the right or only answer. Remain humble and flexible. 9. Be respectful and demonstrate fairness. One of the keys to inclusion is that people feel that they are valued and treated with dignity, respect, and fairness. • Be aware of your biases and how your verbal and nonverbal behavior communicate respect to others. • Fairness does not equal sameness—be willing to be fair and equitable with each person without necessarily applying strict rules across the board regardless of specific circumstances. copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. p. 3 of 5 Ferdma n Please do not reproduce or distribute without permission. CONSUD INC • Speak up when others are excluded. • Be aware of your tone of voice and its effects. • Honor commitments and do what you say you will do. • Respond in a timely way to others' requests. • Be brave enough to give honest feedback to others. io. Foster interdependence & teamwork. Understanding the role that each individual plays to accomplishing team success is critical to inclusion. Being mindful of the interdependence of all members is a key dimension of inclusion. • Move from an "I" to a "we" mindset. • Focus on shared outcomes and shared success. • Recognize who you rely on to achieve tasks and who relies on you. • Invite active participation of all team members. • Check in with all team members to assure they feel included. • Continue to solicit and give feedback on the degree to which each person feels valued and is adding value to accomplishing goals and objectives. For Leaders: Leaders, especially those in positions of authority, have an additional responsibility to practice inclusive behaviors, particularly those listed below, together with the inclusive behaviors for everyone listed above. 1. Hold self and others accountable for creating an inclusive culture. An inclusive environment must be seen as everyone's responsibility, and all should be held accountable for their role in achieving its success. • Understand and learn about biases and how to reduce them. Expand your range of acceptance and appreciation. • Use your power and position to challenge inequities at the individual, group, and system levels. • Regularly ask for feedback. • Get coaching and mentoring. Coach and mentor others. • Encourage and reward risk-taking. • Create safety for self and others. Notice potential and actual safety breaches and address them. • Make sure your behavior is aligned with values of inclusion and the values of your organization. • Be uncompromisingly ethical. • Question traditional assumptions regarding what performance and performers look like. 2. Invite engagement and dialogue. Leaders have a special role in creating a safe space that invites people to engage and to enable true dialogue to occur. • Create and participate in forums or other opportunities for dialogue and input. • Take the time for authentic conversation. • Acknowledge and learn from mistakes. • Ask questions; be curious. • Explicitly consider and ask who else needs to be included—continually ask who is missing. • Engage in continuous learning about diversity and diverse groups. • Learn how to engage in conflict skillfully; then do it. • Be open to uncertainty and ambiguity in conversations. mn Copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. p. 4 of 5 FerdnFerri o Please do not reproduce or distribute without permission. 3. Model bringing one's whole self to work, and give permission for and encourage others to do so. By modeling bringing one's whole self to work, you will enable others to do the some. • Show up authentically. Be vulnerable. • Honor the full range of who people are. • Encourage individuals to express their identities and cultures. • Be responsive to people's individual and personal needs, and to their cultural and group origins. • Be intentional about where you show up and where you are visible. Intentionally spend time at a range of community and organizational activities and events. 4. Foster transparent decision-making. At the core of inclusion is enabling people to have insight into why and how decisions are made. Transparency permits individuals to know the "why" behind decisions. • Consider the impact of decisions broadly. • Make it safe for others to expresses different perspectives. • Model not having all the answers. • Share data and information to the fullest extent possible. • Identify and share signs of success. 5. Understand and engage with resistance. Learning about people's concerns and issues is a key element of inclusion. By being willing to understand and engage people's multiple perspectives, leaders can get a broader view of the issues involved as well as better address the underlying concerns. • Engage as many people as possible in your efforts. Especially seek to engage those who have different views or ideas. • Don't label people as resistant. • Fully hear and respond to people's concerns and ideas. • Hear the emotions/reasons behind people's concerns (such as fear, passion, commitment, etc.). • Have a goal of creating the best possible option rather than influencing others to agree. • Recognize that no one person sees the whole picture. 6. Understand and talk about how inclusion connects to the mission and vision. Leaders have a key role in connecting everyday interactions and expectations to the organization's direction and vision. • Paint the big picture. • Share the benefit for people and the organization. • Consistently explain why inclusion matters. • Recognize your critical role in linking the effort to individuals. mn copyright © 2023 by Bernardo M. Ferdman, Ph.D. All rights reserved. p. 5 of 5 FerdnFerri o Please do not reproduce or distribute without permission.