Checklist: 12 items to test if you are inclined to group-think in D&I

An insightful (and self-critical) survey of 500 creative professionals revealed that 54 percent of them admit that ‘echo-chambers’ (and hence group-think) hamper creativity. We have created a unique checklist for you to self-test your inclination to group-think in D&I.

A recent survey Ketchum communication firm suggests that so-called echo chambers are created when like-minded people self-segregate and embrace information and ideas that support their opinions and beliefs.An in-depth discussion of the results can be found here: http://www.linkedin.com/pulse/what-di-can-learn-from-creative-professionals-michael-stuber . We have taken the opportunity to ceate a specific checklist for D&I practitioners to reflect your inclination to group-think.

Most probably, you have used this methodology before, including in your work. Therefore, just a brief reminder how to use the checklist below: Reflect your own behaviour and for each item honestly indicate which side you are leaning towards more. Try to eliminate the (more or less obvious) aspect of social desirability from your answers. Only if you do this exercise openly, you will generate the best insight and value for yourself.

When I look for D&I information …

o

… I carry out a structured search … I ask my networking contacts

o

When someone from another country/region/culture/background offers evidence-based D&I information …

o

… I will examine it as carefully expecting inspiration and out-of-the-box value … I will look at it with some curiosity but not expect that it will be relevant

o

When I read a story / feature that I like and that supports my approach…

o

… I will run a quick fact / plausibility check or double check sources to verify, then share … I will (re)post / share it in my network and like / recommend it to others

o

At a discussion / event…

o

… I am comfortable to share a different experience or viewpoint or ask challenging questions even if I am the only one to do that … I observe the conversations and wait for a moment when my own examples fit in well as a supportive illustration of what is said

o

I grow my network by looking for people who are…

o

… (in some ways) different from the ones that I already know, including some who are not (closely) connected to my existing contacts … connected to those I know and trust, who attend the events I go to, who participate in the programmes I know or who are recommended to me

o

When a peer recommends a speaker or specialist, I…

o

… always double check other sources and compare their credentials with one other that I find myself (using structured search) … will check their credentials and validate the recommendation with the information available and by asking others for comments

o

When I need external support, I…

o

… create a list of skills and experiences based on the specific requirements of the project and perform a search (maybe involve purchasing) … will ask my colleagues and those network contacts who had similar needs before or look for who has recently offered us their services

o

How I manage my network / contacts

o

Every now and then, I unfollow contacts or replace them as a close network / reference contact when I realise they always confirm / support my approaches / plans I aim at maintaining my network and at maturing by making sure a have a good balance of contacts for each of the topic areas that I work on

o

Before taking important decisions, we…

o

… always look for internal or external experts to challenge our plan … make sure we have done reasonable quality checks, risk assessments or scenario tests

o

I generally and genuinely accept criticism as…

o

… a source for development, improvement and growth, and hence instruct my team and colleagues to provide critical feedback … a way for me to challenge, defend and reconfirm my position and hence always ask for additional perspectives from my team

o

After I had a complicated / intense discussion with someone, I…

o

… will use the next opportunity to go back to that person once more for thoughts / input / feedback as there seems to exist engaged constructive energy … do not find it promising to re-connect as the mind-set, chemistry, values or approach just don’t seem to fit

o

When I evaluate good practices from others, I…

o

… take extra time to understand the context factors that made the initiative successful … look for what is in it for me that I can use / copy / leverage / apply / transfer

o

 

 

<== Your number of checks

Your number of checks ==>

 

 

As we are all human beings, we should have at least a few answers on each side. Is your result balanced or do you have a clear majority any side?

Actually, if you want to be a role model in D&I also in terms of mitigating the natural group think bias which is nowadays promoted (if not multiplied) by the (social media) filter bubble, you should aim at a strong majority of answers in the left column above. We recommend that – as a D&I practitioner – you put your level of ambition at 75% (or higher) of the twelve items (i.e. 9 or more items) to be avoiding group-think.