High Performance on Diverse Teams

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Do curso por University of Pennsylvania

Optimizing Diversity on Teams

33 classificações

University of Pennsylvania

Optimizing Diversity on Teams

33 classificações

Curso 3 de 5 em Specialization Culture-Driven Team Building

By drawing on social science perspectives, this course enables you to learn what diversity is, and how to use it to maximize team performance, innovation and creativity. You also learn how to draw out the collective wisdom of diverse teams, handle conflict and establish common ground rules through real-world cases and peer-to-peer discussions. In addition, you discover how to overcome common biases faced in diverse teams. Systems of power, reward and rhetoric are discussed to help you create prosperous teams where differences flourish.

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Diversity Case Study

In this module, you will get a practical perspective on managing diversity in teams by looking at real life cases of companies creating a more inclusive workplace. Looking at the experience of Google, Nike and UnitedHealthcare, you will see how major businesses are applying specific strategies and techniques for overcoming barriers to inclusion.

M4_ Intro to Case Study Module4:24

High Performance on Diverse Teams2:58

Creating Inclusion Through Participation4:42

Nike Introduction3:06

Interview with Jacqui Barton23:57

Conheça os instrutores

Dr. Aviva Legatt
Affiliated Faculty
Organizational Dynamics
Derek Newberry, Ph.D.
Lecturer
Organizational Dynamics

Diverse teams are here to stay.

So in this module, we'll look at some examples of best practices that encourage

high performance on diverse teams.

A high performing team is one in which there is one,

a high quality output of product or service.

Two, strong working relationships and information sharing among team members.

And three, individual members of the team make meaning from the work.

One important best practice of high performing teams

is the willingness to be accountable for results.

Even though its results were not so flattering, Google elected to share their

diversity numbers to show how much farther they need to go to make opportunity more

equitable within the company, to a more diverse group of employees.

Google Senior Vice President of People Operations, Laszlo Boch,

posted that 70% of Google's employees are men.

61% of its total workforce is white.

Another 30% are Asian, 3% are Hispanic, and 2% are African American.

Boch said that Google had been reluctant to publish numbers about the diversity

of its workforce, but now realized that it was

time to be candid about the need to better attract and retain a diverse workforce.

Publishing demographic information about employees,

held Google publicly accountable for improving diversity.

Most critical to Google's future diversity efforts

is that its leaders are willing to self reflect.

Research supports that using structured reflection is a proven method for

achieving high performance on your team.

Another important aspect of high performance identified at Google

is this idea of psychological safety.

In order to find out what qualities were most common among its most productive

teams, Google undertook a two year self study of over 250 attributes,

over 1800 Google teams.

Over 200 interviews and thousands of data points later,

Google discovered that who was on a team was less important.

What mattered more was how team members interacted, structured their work, and

viewed their contributions in the context of the team.

The positive relationships among team members and

the ability of team members to speak their mind created psychological safety.

In psychologically safe teams, there's a high degree of interpersonal trust and

mutual respect.

People are comfortable being themselves.

Psychologically safe teams are more likely to prevent early problems and

accomplish shared goals.

Because team members are more likely to focus on the well being of the group.

The lessons from Google for high performing teams are that,

one, self reflection and public accountability are difficult, but

necessary parts of creating diverse high performing teams.

Number two,

an environment of psychological safety is critical to high performing teams.

Now let's dive into group norms that encourage high performance in

diverse teams.

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