Questions Worth Asking - a Podcast

15 Feb 2019

Alison France - Inclusion eats Diversity for Breakfast

Alison France, Founding Director, evosis LimitedInclusion is a CEO priorityIn 2017, Delloite reported that over two-thirds (69 percent) of executives rate diversity and inclusion an important issue (up from 59 percent in 2014) and Thirty-eight percent of executives report that the primary sponsor of the company’s diversity efforts is the CEO, but why?Inclusion is essential for team performanceFrom a purely business perspective, research demonstrates that inclusive teams perform better. They make better, faster decisions with fewer meetings (Forbes), they are more innovative, engaged and creative in their work (Delloite) and they produce better financial results (Bain & Co.). Furthermore, companies with inclusive practices generate up to 30% higher revenue per employee than their competitors (Deloitte).However, inclusive teams can also be more challenging to manage.  Diverse groups are more likely to encounter operational friction when executing business decisions (Forbes). Also diverse teams perform less well than homogenous teams, particularly in the early stages, because of their inherent conflict (Korn Ferry).In our experience, connecting through similarity happens quickly and efficiently but can sometimes create limited or ‘surface' level connections.  Connecting through difference (required in inclusive teams) takes time, attention and skill.  Everyone needs to be able to hold multiple realities as truths and the team need to be able to deal with conflict and decision making. These skills aren't often naturally present.Inclusion isn’t just about ‘protected characteristics’To achieve the business results mentioned, inclusion needs to be about the ‘whole’ of every person.  It also takes courage to address the key issues and achieve truly courageous teams.  For...

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15 Feb 2019

Steve Hearsum - Without Edge and Stretch, what's the point of being a facilitator?

My relationship with group work, and therefore facilitation, goes back to my first foray into facilitating cross-functional groups on an organisation-wide review of processes when I worked at The Guardian around twenty years ago. Subsequently I worked regularly on technology-driven change programmes gathering requirements and then ultimately moving more to explicit training or learning contracts. In the midst of my own development as a practitioner, whilst attending one of the group modules on my Masters, I had the experience of being taken to my own edge and being stretched to the point of snapping.

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1 Oct 2018

John Hovell - Conversational Leadership: 3 steps to improve conversations

Do conversations need to improve?Organizations have a purpose to fulfill. There are many resources available to each organization so that they can fulfill their unique purpose. These resources can be tangible or intangible. Examples of tangible resources include buildings, computers, people and other resources that can be physically seen. Examples of intangible resources include patents, trademarks goodwill and other resources that cannot be physically seen or touched. Over the past two decades, there has been a significant shift in how organizational value is created and maintained. The shift is from tangible value to intangible value.  Organizations are now creating more value from intangible assets than tangible assets. Read more...

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1 Oct 2018

John Herring - Race and Class: Working in Public Service

Race and Class — Working in Public Service

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Welcome to our Blog

We invite blog submissions on topics and themes directly and tangentially to OD as a field of practice:

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Beverley Powell - Beneath The Iceberg

Beverley Powell - Beneath the Iceberg: A Whole System Co-Inquiry into Equality, Diversity, and Inclusive Organisational Practice (OD)

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