BUILDING INCLUSIVE CULTURES THROUGH NEUROBIOLOGICAL APPROACHES
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Culture Summit 2017 Workshop: A Neurobiological Approach to Building an Inclusive Culture Facilitator: Rajkumari Neogy, Founder of iRestart Learn more at http://www.culturesummit.co
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BUILDING INCLUSIVE CULTURES THROUGH NEUROBIOLOGICAL APPROACHES
- 1. BUILDING INCLUSIVE CULTURE A Neurobiological Approach
- 2. PEOPLE. “ What makes an organization ?
- 3. What makes an organization successful? RELATIONSHIPS.
- 4. “Clients do not come first. Employees come first. If you take care of your employees, they will take care of your clients. --Sir Richard Branson
- 5. INTEGRITY Unwillingness to admit mistakes
- 6. PARTICIPATION Veiled discussions and guarded comments
- 7. TRUST Lack of healthy conflict
- 8. CONNECTION Hesitation to call out peers on counterproductive behaviors and actions
- 9. SUPPORT Putting individual needs above team goals.
- 10. TEAM CULTURE
- 11. Quick Team Culture Assessment HANDOUT – PAGE #8
- 12. Share your general thoughts. What are you happy with and what would like more of? GROUP DISCUSSION
- 15. AVERAGE SOCIAL SENSITIVITY CONVERSATIONAL TURN-TAKING “ RELATIONSHIP EQUATION PSYCHOLOGICAL SAFETY
- 18. “ Critical Thinking Conversational Turn-taking High Performance Inclusivity Collaboration Average Social Sensitivity Risk-taking Belonging RIGHTLEFT
- 20. PAIR UP Share your general thoughts. What does success mean to you? How has failure been useful? Where are you willing to grow and learn?
- 22. Skillset and Mindset Require a daily practice. Inclusivity & Belonging
- 23. Its's about being right AND in relationship.
- 24. “…research tells us that we judge people in areas where we're vulnerable to shame, especially picking folks who are doing worse than we're doing. If I feel good about my parenting, I have no interest in judging other people's choices. If I feel good about my body, I don't go around making fun of other people's weight or appearance. We're hard on each other because we're using each other as a launching pad out of our own perceived shaming deficiency.” --Brene Brown
- 27. PAGE #10
- 28. SOLO ACTIVITY Write down 2 things where your ego-based self comes into play. Write down 2 things where your fear-based self comes into play.
- 29. GROUP DISCUSSION How do these roles impact your team? How do these roles impact you?
- 30. STATE OF CALM Socially Engaged
- 32. Giving Up FREEZE
- 34. What might your or your team member's armor of judgment look like? How does this show up in your team? What is the impact? GENERAL DISCUSSION
- 35. “ “If we live by people's compliments, we'll die by their criticism.” -- Aimee Batemen
- 36. Judgment is the need for self-preservation.
- 37. “ “People fear they will lose their identity if they give up their anger and hate. They need to create an enemy so they know they exist.” --Sharif M. Abdullah
- 38. “ Approach-related anger Avoidance-related anger Freeze anger = depression Fight Flight
- 39. Trauma is unbearable and intolerable; moments of intensity of emotion that has not been held which freezes people in their tracks and stops them from having a sense of warmth for themselves.
- 40. Anger + PTSD = Violence
- 41. BULLY COMPLAINER CARETAKER MICRO-MANAGER JUDGE “You are responsible. I am exempt.” “You are wrong. I am right.” “You criticize me. I praise you.” “You are at fault. I am innocent.” EGO EGO FEAR FEAR
- 42. DEMO
- 43. PAIR UP Share your general thoughts. Which judgment type most resonated with/challenged you? When is self-preservation over team appropriate? When is it less?
- 45. The antidote to judgment is self-regulation.
- 46. PAGE #12
- 48. Manage the feeling Speak the feeling Allow the feeling Honour that feeling Name that feeling Notice that you are feeling EQ
- 50. CONNECTIONTRUSTPARTICIPATION SUPPORTINTEGRITY Needs are essential and important and they are roots to our feelings.
- 51. Indifference Rage Anger Frustration Disappointment Sad EXCLUSION
- 52. Exclusion Zones ENTITLEMENT VICTIMHOOD NEEDINESS RIGHTEOUSNESS “I am better than you.” “You are doing X to me.” “You are not giving X to me.” “I am right.” WORTHLESS HOPELESS HELPLESS TERRIFIED
- 53. Exclusion Zones BULLY COMPLAINER CARETAKER MICRO-MANAGER “I am better than you.” “You are doing X to me.” “You are not giving X to me.” “I am right.” WORTHLESS HOPELESS HELPLESS TERRIFIED ENTITLEMENT VICTIMHOOD NEEDINESS RIGHTEOUSNESS
- 55. PAIR UP Think of a work situation/ keep confidential Which zone do you most often stand and why? How does this impact you? Your team?
- 58. Building relationshipsBuilding relationships involves building trust.
- 59. Every single interaction with every single person at every single moment is either building or dismantling trust.
- 60. T = c + wTRUST COMPETENCE WARMTH
- 61. Competence + Warmth Content Expression We are tracking for congruence between content and expression.
- 62. Transactional Criticizing Dismissing Denying Problem-solving Reframing Advice Telling Someone How They Feel Relational Swear Words Visual Imagery Fresh Metaphor & Simile Relatable Language Body Sensations Feelings & Needs Impossible Dream
- 63. PAGE #3-7
- 64. +Flow Concern Empathy is bi-hemisphericEmpathy is bi-hemispheric and micro-surgery to injury.
- 65. Is It worth the effort?
Notes de l'éditeur
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Being authentic, bringing your best self to work.
- Give demo of each with someone in the audience
- Give demo of each with someone in the audience
- Give demo of each with someone in the audience
- Give demo of each with someone in the audience
- This is where your success emanates from, this is your product first and foremost- everything you build comes from here
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- So how do we get this. How do we do this. How do we become this?
- http://jayshetty.me/video-home
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- The road to overnight success of inclusivity and belonging require both a skillset and a mindset
- The four agreements
- The four agreements
- If we only choose to think in binary, we create a worldview that is inevitably a zero-sum game. If we start every relationship from the lens of a zero-sum game, we need a tool that helps make sure that we are keeping track of whose winning and whose not. It becomes a scanning of who has what I do not have and what do I have that others do not have. If we perceive that we have what others do not, we’re winning and we feel good. From this vantage point in order to feel good, we must also notice that someone has less. This is the most expeditious route to feeling good in a zero-sum game AND least flexible worldview.
- Collaboration is in fact a LH experience – social engagement happens from the LH. But what we’re mo
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- http://www.huffingtonpost.com/2014/02/25/brene-brown-self-criticism-compassion_n_4848895.html
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- Talk about feedback here. About getting compliments and EARTH CHILD from Stu. Aimee Bateman has a TEDTALK on judgment.
- Shame is so debilitating, that judgment becomes the life jacket to self-preservation. It becomes the only goal in the moment. Binary is LH Blame is LH IS THERE A DIFFERENT WAY? Our biggest dilemma always comes down to a morality question. And when confronted between being in relationship or being on the right side of morality, we’ll always choose being on the right side of morality because this is where we’ve coded belonging and inclusion to reside. And herein lies the problem my friends. If we’re in a cause, a purpose, a mission to bring greater diversity and inclusion to our organizations worldwide, we cannot be doing it from this stance. What side is the right side? Take any situation in the world and you’ll find people standing on the polarity of that experience, advocating vehemently for their point of view. EX: Interracial marriage.
- Boundaries have been crossed.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Our earliest form of learning is in fact creating relationships. Creating relationships to people as well as objects.
- Betrayal is disguised shame traumatized by trusting someone and then having that trust broken.
- Talk about perception. And it impacts behaviours. L1 – you get triggered L2 – micro aggressions L3 – safetfyl partnering gets turned on Inclusion becomes incredibly difficult when we view the world through this lens. Each role on the team believes it’s their job to categorize and label people from these lens. This becomes the motivating factor of inclusion – remaining in an exclusionary world. Where we continue to find a net sum lens. Judging allows for us to distinguigh our own boundaries. It’s the strategy to meet our need for safety. We exclude on order to feel safe. When we judge, we are forming an opinion. And our opinions comes from our experience. Person A: “Don’t take the 405 at 4pm heading toward Santa Monica; it’s better to take the 210.” Person B: No they’ve closed the 210 due to construction. Avoid both and take street lights, you’ll actually get their faster.” Person C decides to follow THEIR own opinion because they grew up in Los Angeles and take the 90 to cut over to the 1.
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- If you’re not self-reflecting,, you’re not surfacing root causes that are detrimentally impacting your teams. If you are not explring yoru contribution to a conflict, you’re actively ensuring dysfunction – Talk about D Legacki and Airbnb.
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- https://www.youtube.com/watch?v=TdtabNt4S7E This is
- When we don’t’ get a promotion, we go and ask what we could have done differently to get that promotion. What can we do more of. Well, we neeed tobring that level of assessemtnt of self during a team conflict. Rather than stand in judgment and blame, begin to assess you and your level of contribution to the conflict. This level of awareness and willingness is EQ. Talk about interoception here. And social engagement. Who here has ever felt hungry? Who feels shy feeling hungry? Who has ever felt shame from telling someone that they are hungry? What usually happens when you tell someone you’re hungry? We FEEL inauthenticity. We feel Distrust. We feel withholding. We SEE it…but we mostly FEEL it. This FEELING is how we gauge safety. 93% of communication is NON VERBAL and we respond prosody rather than monotony.
- We talked about feelings. And we organized them based on our nervous system. We learned that these are let us know we’re in our parasympathetic or sympathetic. Our feelings always let us know if we feel safe or unsafe. Our feelings are our alarm system. They are the alarm system to our nervous system. And they instantly help us identify problems in our immediate environment.
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
- NEEDS NOT MET - Facebook story – DISCONNECTION FROM SELF AND FROM OTHERS - LH
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
- HEARD I AM NOT GOOD ENOUGH OVER AND OVER AGAIN
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
- Simon Senek talks about the why
- The through line from exclusion to inclusion is creating a very particular flavor of trust. We talked about the QUALITY of trust in the last workshop and how that was dependant about the levels of psychological safety within a culture. I am going to give you the Rajkumari’s flavor of trust. Am I walking away from every single interaction with the intention of building trust. Am I leaving the person with a sense of reliability and delight?
- MENTION BEING RIGHT AND BEING IN RELATIONSHIP
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- MENTION BEING RIGHT AND BEING IN RELATIONSHIP
- INTRO this activity with this question: How many of you have had the experience of being treated unfairly at the work place?
- Tell a story needs not being met – why didn’t the monkey get curious? Instead it had a reaction