How to handle diversity in organizations. Preferences, Positiones og Processes

Transcription

1 Introduction to Diversity Icebreaker How to handle diversity in organizations Preferences, Positiones og Processes Bjørn Z Ekelund Psychologist / MBA Man. Dir Human Factors AS Norway Human Factors: People, Processes og Results 1

2 Diversity Icebreaker Fast, simple, and easy understandable Used in training seminars, developmental programs.. Creates psychological safe atmosphere with humour and reflection Questionnaire and processes 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 2

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. J.J.DiStefano and M.L. Maznevski,

4 Diversity often discussed in relation to Creativity (in order to avoid Groupthink, different perspectives etc) 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. Creates Satisfaction and viability 4

5 History of Tricolour 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, 1997) 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 0,75 0,82 Human Factors Late version with hidden dimensions and carbon paper January 2006, to be presented for global distribution. 13 languages; Scandinavian, main European + US and Japan 5

6 Diversity Icebreaker Traditional psychological starting point.. What questions Who am I? In relation to others? Task character? Disciplin Psychological Preferences Sociology Positions Businessprocesses Procject Work Content Personality Type Communicatio n preferences Social positions In-group vs out-group Attitudes - prejudices Taskoriented Stages in process TPI+Leaderfeedback Diversity Icebreaker a different start. With Aristotelian criteria: Good, functional and beautiful 6

7 Grounded theory analysis, 4 super users, Jan 2007, Ekelund, Langvik & Nordgård The six categories that emerged through the inductive / grounded theoretical approach are analytical differentiable, but highly integrated in practice. 1. User friendly instrument and intuitive categories 2. Creates an affective event characterized by positive emotions 3. Offer a new language and shared understanding to manage diversity 4. Dynamic polarization 5. Creates self, other and team knowledge 6. DI as an organisational tool for facilitating cooperation 7

8 Validation in relation to 1. Interaction challenges IP64 2. Personality NEO-PR-I 3. Emotional Intelligence (BarOn, Petrides) 4. Cultural values CPQ 8 5. Team Performance Inventory, diversity effects or added effects 6. Leadership dimensions 7. Cross Professional Check List 8. Experience of Flow in seminars 9. Professional / organizational differences (Ekelund & Langvik, 2006) Human Factors 8

9 Big 5; NEO PI R, N=233, Multiple Regression Analysis, Tricolour Model, Langvik ,18* Extraversion +,31** Blue +,31*** Conscientiousness -,24** -,51*** Openess to experience +,55*** Red +,30*** Agreeableness -,24** Green *p<.05, **p<.01, ***p<

10 Factors in Bar-On EQ-i (N=185) Correlated with Diversity Icebreaker Blue Red Green TOTAL EQ-i INTRA INTERPERSONAL MAIN FACT. Selfawareness Assertiveness Independence Relations (Int.Per Sub factor) Empathy (Int.Per Sub factor) Social Responsibility (Int.Per Subf) Flexibility Happiness -,174* -,223** -.174* -,258** -,177* ** -.207** ,124,149*,154*.330**,278**, **..185*.166 * **.009, * -,035, * ** -,112 Human Factors 10

11 3 samples in relation to mean (norm) Norm (N=1371) This case 95 Soc Inst worker 104 First line man 29 Service-provider Blue Red Green 11

12 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. 12

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14 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 14

15 Ekelund s 7 Shared Diversity Models Team Autonomy Increasing team motivation Necessary Human Factors 15