3 Reasons You Should Conduct Social Experiments in Your Employee Resource Groups to Promote Diversity

Today I’m going to talk about conducting a social experiment.

And guess what, the subject of the experiment is you…

In todays show we discuss several things including:

  • Why you should think of your employee resource group as a lab
  • Why your processes should differ for reversible decisions and non reversible decisions
  • Why you should run social experiments for things that truly matter and much much more

Here’s some of what I share in the show:

Why You Should Think of Your Employee Resource Group as a Lab

I discuss why it’s useful to think of your employee resource group as a lab:

“When I think of a lab, I think of a place where people do research, perform experiments or measure things in general.   This extends beyond old school thinking and is more creative”

Why your processes should differ for reversible decisions and non-reversible decisions

I explain why reversible decisions don’t need to be made the same way as irreversible decisions:

“Reversible decisions are doors that open both ways. Two-way doors you can walk in and out of”

Why You Should Run Social Experiments for Things that Truly Matter

I explain how a Professor suggests that if your decisions are reversible and matter then you should run experiments:

“These are the social experiments I’m talking about or you could even do pilot studies for initiatives to cultivate developmental relationships, preparing employees for their appraisals, anything “

Show Notes

Developmental Networks: The Most Important Career Tool You’ve Never Heard Of

Go Fast and Break Things: The Difference Between Reversible and Irreversible Decisions

 

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences