1. PERSPECTIVE: A NEW WINDOW ON DIVERSITY

3. Workshop Overview 1.About This Course 2.About Diversity 3.About Humanity 4.About Leverage 5.Building a Diverse Organization Plans and Commitment 1.About This Course 2.About Diversity 3.About Humanity 4.About Leverage 5.Building a Diverse Organization Plans and Commitment

4. Objectives of this Course By gaining a new perspective on our differences, we can leverage our organization’s diversity in ways that maximize our collective strengths and minimize our weaknesses.

5. What are the BENEFITS? Increased organizational productivity Speedier conflict resolution Lasting conflict resolution Enhanced ability to recognize opportunities Better relationships with co-workers and customers Increased organizational productivity Speedier conflict resolution Lasting conflict resolution Enhanced ability to recognize opportunities Better relationships with co-workers and customers

6. Remember: The effectiveness of today’s training begins and ends with me.

7. What is PERSPECTIVE? how I view the world and everything in it.

8. What is LEVERAGE? There are many ways to move the boulder. The best ways will involve STRATEGIC use of ENERGY for the greatest EFFECT.

9. What is DIVERSITY? The fact or quality of being different.

10. A Diversity Principle: Different people see the same things differently.

11. A Diversity Principle: Because we see the same things differently, we assign value based on our different experiences.

12. Organizational approaches to Diversity COMPLIANCE: A desire to obey the law and avoid negative consequences. An attempt to address historical wrongs.

13. Organizational approaches to Diversity COMPASSION: A need to better understand our co- workers and customers. A desire to improve the quality of our interactions.

14. Organizational approaches to Diversity COMPETENCE: A need to achieve our collective goals and objectives. A desire to work together and serve our clientele without diversity-related problems.

15. Organizational approaches to Diversity CREATIVITY: A need to use our differences to increase our strengths and provide a competitive edge. A desire to identify opportunities that others might miss or perceive as problems.

16. About Differences and Similarities There are 350,000 species of beetles. There is ONE species of humans. We are more alike than we are different. There are 350,000 species of beetles. There is ONE species of humans. We are more alike than we are different.

17. About Differences and Similarities We DO what we do to GET what we NEED.

18. Basic needs we all share PERSONAL LiveLove SignificanceVariety

19. Basic needs we all share ORGANIZATIONAL Peopl e Purpose Productivity Progress

20. The Galileo Reality Model NEEDSBELIEF WINDOW BRIDGERESULTS FEEDBACK BEHAVIOR INVISIBLEVISIBLE

21. A Diversity Principle: To be truly effective, we must meet our needs over time.

22. Racial and ethnic groups are real the way money is real – because people believe they are and act on their beliefs. –DAVID BERREBY, Us and Them Racial and ethnic groups are real the way money is real – because people believe they are and act on their beliefs. –DAVID BERREBY, Us and Them

23. A Key Question: Will these results meet our needs over time?

24. A Diversity Principle: People often respond differently to the same situation because of what they have written on their Belief Window.

25. A Diversity Principle: We are not always aware of what we have written on our Belief Window. This can mean we are not always testing our beliefs for accuracy.

26. A Diversity Principle: Our ability to leverage diversity depends on challenging our beliefs.

27. Diversity & the Mind Rational Conscious Emotional Subconscious DIFFERENT = DANGEROUS DIFFERENT = DANGEROUS

28. Imprinting Significant Emotional Experience Recent Experience Self Talk Conversation Reading Writing Visualizing Kinetics Behavior Repeated Experience

29. DIFFERENT = INFERIOR

30. DIFFERENT = INFERIOR SUPERIOR

31. DIFFERENT  INFERIOR SUPERIOR

34. The Pre-Judging Continuum Acceptance Prejudice No judgment No judgment Classification Bias Stereotyping

35. Truth Tools: The Why Drill What EVIDENCE do you have to support that BELIEF? Who or what was the SOURCE? How RELIABLE is the SOURCE? (Did this BELIEF meet their needs over time? What EVIDENCE do you have to support that BELIEF? Who or what was the SOURCE? How RELIABLE is the SOURCE? (Did this BELIEF meet their needs over time?

36. Truth Tools: Observe Behavior What’s really HAPPENING here? Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on? What’s really HAPPENING here? Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on?

37. I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdgnieg. The phaonmneal pweor of the hmuan mnid! Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are; the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig, huh?

38. Truth Tools: Observe Behavior What’s really HAPPENING here? Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on? What’s LIKELY to happen in the future? What’s really HAPPENING here? Am I seeing what I WANT to see or EXPECT to see, instead of what’s REALLY going on? What’s LIKELY to happen in the future?

39. Truth Tools: Use Benchmarking Does it work the SAME WAY in other ENVIRONMENTS? Is it TRUE for EVERYONE in my SITUATION? What are others DOING? How WELL is it WORKING? Does it work the SAME WAY in other ENVIRONMENTS? Is it TRUE for EVERYONE in my SITUATION? What are others DOING? How WELL is it WORKING?

40. Truth Tools: Look at History What REALLY HAPPENED? What are my SOURCES? How CREDIBLE are they? Are we REPEATING old PATTERNS? What will make it DIFFERENT this TIME? What REALLY HAPPENED? What are my SOURCES? How CREDIBLE are they? Are we REPEATING old PATTERNS? What will make it DIFFERENT this TIME? Learning From The Past

41. The Galileo Reality Model NEEDS FEEDBACK BELIEF WINDOW BRIDGERESULTSBEHAVIOR

42. Pro: Forward Duce: To lead Productivity: Leading forward… Pro: Forward Duce: To lead Productivity: Leading forward…

43. Efficient = Results right now Effective = Results over time Efficient = Results right now Effective = Results over time

44. How we imprint groups Practice Structure Meetings & Internal Communications Meetings & Internal Communications Employee Meetings Leadership Behavior Policy Strategies Signage & Decor Rumor Mill

45. The LEVERAGE PROCESS 1.Identify common ground. 2.Acknowledge differences. 3.Accept differences. 4.Identify opportunities. 5.Capitalize on differences. 6.Assume responsibility. 1.Identify common ground. 2.Acknowledge differences. 3.Accept differences. 4.Identify opportunities. 5.Capitalize on differences. 6.Assume responsibility.

46. A Key Question: WHAT AM I GOING TO DO TO MAKE THIS HAPPEN?

47. The Diversity Plan Framework Belief Window Changes

48. The Diversity Plan Framework Physical and human resources

49. The Diversity Plan Framework Structural changes

50. Time and Priority The Diversity Plan Framework

51. I WILL: Read the Perspective Guidebook within 48 hours Share this information with someone else this week Complete and begin to implement my personal Diversity Plan within 48 hours Contribute to my Team Diversity Plan as appropriate Let Linda know what happens –LINDA.EATON@GALILEOINITIATIVE.COM Read the Perspective Guidebook within 48 hours Share this information with someone else this week Complete and begin to implement my personal Diversity Plan within 48 hours Contribute to my Team Diversity Plan as appropriate Let Linda know what happens –LINDA.EATON@GALILEOINITIATIVE.COM

52. E PLURIBUS UNUM Out of many, one

53. PERSPECTIVE: A NEW WINDOW ON DIVERSITY Thanks for Coming!

54. The Galileo Reality Model NEEDS FEEDBACK BELIEF WINDOW BRIDGERESULTSBEHAVIOR