Transcript hovedoverskrift

Introduction to ”Diversity Icebreaker”
How to handle diversity in organizations
Preferences, Positiones og Processes
Bjørn Z. Ekelund
E-mail: [email protected]
Human Factors: People, Processes og Results
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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
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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
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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.
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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
Human Factors
Late version with hidden dimensions and carbon paper
January 2006, to be presented for global trials
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Validation in relation to
1.
Interaction challenges IP64
2.
Personality NEO-PR
3.
4.
5.
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
6.
7.
8.
9.
(Ekelund & Langvik, 2006)
Human Factors
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3 samples in relation to mean
45
40
35
Nivå
30
25
563 Total
97 Psyc
20
29 Service
37 1.line man
15
10
5
0
Blue
Red
Green
Preferanse type
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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….
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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
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