New airtight research shows that high group tenure leads to over-confidence that can be corrected by demographic diversity. The results also raise question about wide-spread D&I approaches, Michael Stuber, The D&I Engineer, explains in an article for Profiles in Diversity Journal. Pages 94-95 in the Fall 2018 Issue.
Kann das Geschlecht oder das Alter – außer bei SchauspielerInnen – ein Auswahlkriterium sein? Lange wurde Vielfalt als Gegenpol zu Qualifikation gesehen – mit „Cultural Fit“ werden die Karten neu gemischt.
Für neu gegründete Unternehmen, vor allem mit digitalem Geschäftsmodell, galten etliche Jahre lang überschwänglich positive Vorannahmen: Chancengerecht, multikulturell, innovativ, flexibel. Nun zeigen sich andere Realitäten.
Everyone probably knows some studies that illustrate the value-add of D&I. Is that enough to convince your stakeholders? Do these studies cover, e.g., the dimensions of religious or functional diversity? The latest global business case inventory identified 181 new studies of which 50 fulfilled strong quality standards.
Insights about Unconscious Biases can be eye-opening – but does this translate into fundamental and sustained change? And how many biases do we need to cover to remove all relevant D&I barriers? In the sheer opaque hustle and bustle of frameworks, we offer an evidence-based, yet practical model to mitigate D&I-related biases on multiple levels and through the use of Inclusive Leadership.
Annual reports provide opportunities to talk about progress and success. While large corporations do so regarding their D&I commitment and activities, they are much more modest when it comes to publishing D&I numbers.
Managers are in the focus of each and every change approach. What is different in D&I: The topic has complex links to strategic management, operational leadership and personal role modeling.
Your company’s strategic priorities serve as a guideline for D&I. Whether innovation, growth, agility or efficiency: Diversity makes concrete contributions to this.
The job of a D&I manager often involves a miracle agenda: Make progress, deliver benefits, include everyone and manage complex stakeholders. Hence, they need a variety of skills and deep knowledge in many areas. Where do they acquire and develop these?
As an economic concept, diversity should not provide isolated solutions that are vulnerable and lead to weariness. Instead, comprehensive concepts are required that take into account the valuable potential of all and therefore also reach the majorities.
How should companies measure the success of their D&I work – and which types of success should be defined in the first place? International experts met in Brussels to learn and discuss the different paradigms for measuring success and how they fit into effective D&I frameworks and communication.
Although the trend is not new, the profoundness of the digital transformation is only about to become clearer. While most areas feel as if they had to follow (or obey), D&I should not only be seen as an object of digitalisation, but also as a driver. An overview of the two-way inter-relations. Continue reading
Man erfährt es häufig hinter vorgehaltener Hand: Diversity Management steht vielerorts auf wackligen Beinen, oft unter Beschuss und wird nicht selten abgewertet, untergeordnet oder abgeschafft. Dass hierfür gängige D&I Praktiken mitverantwortlich sind, stellt ein 4-seitiger Artikel im aktuellen manager magazin dar.
How can you measure different forms of success in your D&I work? And what should be defined as success in the first place? The much-needed and also long discussed question will be the focus of an educational session in April in Brussels.
Having a truly global and inspirational discussion about D&I. This is one of the aims of the World D&I Congress taking place in February 2018 in Mumbai and hence away from the mainstream. It will be hosted by D&I pioneer, Michael Stuber, and it coincides with the World Women Leadership Congress.
From practice research to the in-depth evaluation of scientific studies: the bandwidth of explorations in the D&I field is remarkable. Content analyses and evidence-based models (D&I value-chain, unconscious biases) provide particularly robust insight to understand what help to both move the needle and generate benefits.
Many current Nationalist movements base their ideas on ethnic, religious, geographic or linguistic commonalities. Simple considerations can debunk many of them. However, in the discussion each party has become more and more creative in defending their ideas. Here are two intriguing ways to put Nationalism on the spot: comedy and science.
Some focus on digitalisation, others on economy 4.0 and a few see the bigger picture of several disruptive forces and how these will affect our work and our lives. The good news is: Everybody can prepare themselves to become ‘Futureproof’. A new book provides structured analyses and describes implications as well as recommendations.
Showing a few different characters in your advertisements is a simple way to leverage Diversity for business. Arguably, it’s too simple nowadays when diversity is a default state of many crowds. A new Levi’s® ad manages to capture and convey the spirit of D&I with a new quality.
While for some, D&I still feels like a new (ad)venture, others have already witnessed 20+ years of development in the field. One of the leading D&I magazines presents ten critical expert analyses including learnings and recommendations.