Mobilizing disruption: applying a cognitive method

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來自 ESSEC Business School 的課程

Diversity and inclusion in the workplace

94 個評分

ESSEC Business School

Diversity and inclusion in the workplace

94 個評分

Diversity is a fact. It is also paradoxical. We need to be capable of seeing and hearing differences in order to reap the benefits of diversity. But seeing and hearing differences hone our discriminating reflexes and can also lead to discrimination. If you take this MOOC, you will: 1. understand this paradox, 2. understand its dynamics, and 3. identify ways to manage it, so that you can better channel the diversity potential in the workplace for greater performance and innovation.

從本節課中

Disrupting with Diversity

In the previous module, you honed in on your diversity reflexes by first understanding categorization processes, then applying them to your own experiences. In this module, you will go from the individual to the firm setting, and explore the diversity processes that we encounter in organizations. You will be introduced to a method for mobilizing the disruptive force of diversity by building on the self-knowledge that you have acquired in the previous session. You will see how diversity can be leveraged to make us think about how we think, and how it can help us to expand our perceptions and understanding. By the end of this module, you will grasp the challenges of implementing inclusion in the workplace and be able to apply the cognitive method to a diversity case.

Understanding the disrupting force of diversity3:16

The organizational paradox7:56

The diversity and inclusion paradox3:16

The tipping point11:51

Mobilizing disruption: applying a cognitive method6:57

與講師見面

Junko Takagi
Teaching Professor
Management Department, Chair of Leadership & Diversity

[MUSIC]

What happens when diversity is a source of disruption?

At the individual level,

diversity can be a source of discomfort in one form or another.

Take the example of an international team made up of mostly French and

German engineers.

Initially, cultural differences may be a source of curiosity,

creating a motivation to try to get to know the other.

But also a source of difficulty in trying to find ways to connect to the other.

As the team begins to work together on a common task,

both sides may find that the other structures the task differently, has

a different way of making decisions, and thus ends up taking different decisions.

These experiences may eventually lead to a negative evaluations and

the undermining of the other and the other's actions.

In a survey I carried out with international teams comprised mostly of

French and German managers, I found that German and French

managers observed similar characteristics for themselves and for the other group.

However, the judgment of themselves and the other group differed in a way

predicted by social categorization theory we discussed in module two.

In this particular survey the German mangers perceived themselves to be

inflexible but correct, and the French managers as unreliable.

The French managers on the other hand perceived themselves to be unorganized,

analytical and emotional.

And the Germans as pragmatic, disciplined, but not seductive.

In this type of situation, diversity is a source of disruption.

Since the other is at the origin of should-not-be actions and events,

that are unexpected and unwelcome because they present different possibilities and

put into question taken-for-granted beliefs.

These beliefs, for

example, may be about how decisions should be made or how they should be implemented.

In other situations, these beliefs may also be about what type of activities

ethnic minorities are suited for, or how women should behave.

Disruptive moments are useful because they momentarily clarify

otherwise hidden beliefs.

Because these moments are uncomfortable, they solicit cognitive effort,

thereby focusing our attention on the unexpected, that which doesn't make sense.

They are also moments in which we can see things differently and

hear opinions that we have not heard before.

For example, if our hidden belief is that colored women are nannies and

domestic helps, seeing a colored woman who is senior management of a firm

is unexpected, and initially does not make sense.

We are lost for words and actions,

and need to think about how to make sense of the situation, and react.

This cognitive effort focuses our attention on the unexpected, and

in doing so creates a window of opportunity to see the world differently.

And also to address our taken-for-granted beliefs.

So, first, become aware of your should not be moments and experience that

doesn't make sense automatically and that requires cognitive processing.

Use the moment as an opportunity to take in a new perspective, and

reflect on your taken-for-granted values and

beliefs as you become aware of these often hidden elements.

Then, secondly, become aware of your own thoughts and

emotions in that moment, and how you are using them to make sense of the situation.

Are your thoughts and emotions founded on evidence?

For example, in your encounter with the colored woman senior manager,

because it is unexpected for you, you may think that she must be a member of

the owning family and undermine her contributions.

Is this assumption well founded and sound?

Third, think of other potential ways of understanding the situation,

gather information and other perspectives.

For example think about why you expect colored women to be domestic help.

Are the reasons based on bias, on evidence, on economic factors, or

on personal or talent factors?

Take this opportunity to question the underlying basis of your arguments.

And finally, fourth, based on alternative interpretations, identifying new and

different possibilities for interpretation, reaction and action.

This method is based on cognitive approach to personality.

It highlights potentially non-rational fortune beliefs and

generates alternative interpretations which in turn can impact behavior.

When firms increase the number of women or people with disabilities,

due to push factors and equal opportunities, this impacts the overall

organization equilibrium, and creates opportunities for should not be moments.

Rather than trying to integrate differences by fixing minorities,

by training collaborators both majority and minority with this methodology,

firms can harness the power of diversity through its disruptive force.

In order for disrupting through diversity to work in firms.

In addition to changing the distribution of the work force, it is also important

that top management fully support diversity and these type of initiatives.

In doing so they create what Ebara, Ellie, and Cole call safe identity workplaces.

Where minorities can make other contributions that are different from

mainstream contributions.

This may in turn create innovative opportunities,

not only at the individual level but also at the organizational level,

through the new perspectives and actions that are generated.

That take into account differences and

also integrate self-questioning at the heart of the organizational process.

In this MOOC, our objective is to give young professionals cognitive tools to

constructively address diversity.

You will have the opportunity to put the cognitive methodology presented

in this module Into practice with a diversity case study.

Also in module four, you will find variety of diversity cases from around the world

that you can practice on to hone your analytical skills using this methodology.

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