Questions that Help You Create a Diverse and Inclusive Team

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Do curso por University of Pennsylvania

Culture-Driven Team Building Capstone

5 classificações

University of Pennsylvania

Culture-Driven Team Building Capstone

5 classificações

Curso 5 de 5 em Specialization Culture-Driven Team Building

In this capstone project class, you analyze a real-world case provided by N2Growth, a global firm that helps clients create a culture of leadership through practice areas like strategy, cultural transformation and organizational design. Based on the N2Growth case, you are expected to identify and diagnose organizational issues, select a senior leader and make recommendations in a culminating PowerPoint or Prezi presentation.

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Week 3

Week 3 Introduction1:18

Week 3: Tony Morales Interview7:14

People as Symbols4:49

Hiring and Cultural Fit4:18

Questions that Help You Create a Diverse and Inclusive Team4:43

Promoting Diversity3:48

Team Culture Types4:39

Conheça os instrutores

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

More diverse teams perform better.

And so I think we have to get very curious about what that actually means in

the context of our working together in our organizations.

Not just on our teams, but our subteams.

Do we have the right kind of diversity?

Are we all a part of the process in a way that helps inform who we are, but

also who we are becoming as a team and an organization.

And if we know that kind of research bears out, again,

we will perform better when there's more diversity among us.

How do we align our values and our actions, and our practices.

Maybe even our processes.

To really tap into the best of who we are at the individual level.

How we create space to draw that out.

How do we get very curious about what it means to be different?

How to leverage all of that?

And then more importantly, how do we create those safe spaces in teams for

us to surface the things that we challenge, that we find challenging and

that we wrestle with respect to bias and inclusion.

And find a mechanism to hopefully surface those undiscussables in a way that is

non-judgemental allows us to realize that it's just a part of the human condition.

But it's really good data for us to draw from and leverage to be better together.

The environment that the team creates is going to be critical

to the team's success.

I think you find, in the context of working with the team,

there are various thoughts.

Perspective, experiences that inform how people show up.

And I think if aren't careful to create space, for

people to show up as their best selves, as their most authentic selves,

we can really missed out on I think data points that really help us

leverage everyone experience towards the outcome of the goal.

So I like to think about composition and encourage teams to think.

So, who's on the team?

Why?

Who's not on the team and why?

And what are the voices that are represented or not represented and

to what extent might that have an impact have on our overall performance?

What are we trying to achieve and

how does the align with what the organizations says it values?

And if we would have surfaced our own values,

how do we ensure that what we actually say we value, the team reflects that.

Another point to build on is how do we create an environment that is safe for

each of us to be open, and honest, and transparent.

So sometimes I use the language of,

how do we create an environment that helps us surface the un-discussables?

So if I'm having an experience that is quite personal me in the context of

this working group, will there be enough safetyiIn the team for

me to talk about that?

Will my colleagues, or

my counterparts help me kind of draw out what is happening for me real time?

Will I feel comfortable and confident enough to do that for others?

And so, how do we create space to have difficult conversations, in the context of

our working together, where those things could actually be really great data points

toward the path of change, or performance, or whatever the case may be.

As a facilitator of teams, and team development,

we'd always start with something, called, ground rules, just basic, and

we would shape the ground rules that really do,

together help us create the boundaries that are safe and explorable.

And hold ourselves accountable.

And essentially I try to contract with the team to say,

if I see us stepping outside of those boundaries, do I have the permission and

the authority to highlight what I'm observing.

So that's one thing.

The second I would say is ensuring that

we have a language to use around, again, those discussables.

Give an example, a recent delivery with the team.

We talked about, to what extent we value candor, and frankness.

And how we want to work with that.

And so I was able to push the group a bit to say okay,

I've heard you say multiple times that we value candor and being frank.

How do we create those opportunities to do that?

And how do you draw that out of your colleagues?

How do you ensure that they feel safe enough to do that?

So we can engage in healthy discussion without fear of judgement or retribution.

So we can actually, again,

live the thing that we say we actually value in the context of our work together.

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