ML16172A204

Small Acts of Inclusion

ML16172A204
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Issue date:	06/20/2016
From:	Jason Lising NRC/OCHCO/ADHRTD/PDB
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Lising J
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The New Inclusion Quotient (New IQ)

Five Inclusive Habits: Fair, Open, Cooperative, Supportive, Empower Small Acts of Inclusion

Background

In the book Social Physics: How Good Ideas Spread, author Alex Pentland, explains good ideas are spread when people who are peers are able to observe the success of their peers and then want to emulate the behavior themselves. This supports building an inclusive culture by starting with small acts of inclusion and letting the success speak for itself. The success of the one-on-one interaction or the small group becomes a strong marketing tool that will attract other willing participants. All too often we get caught up in the lets go big even if going big is not always manageable. When new concepts are brought forward they can be easily rejected with overwhelming skepticism and unmanageability. Whether it is a little league baseball champion or a Major League Baseball World Series champion, everyone wants to be a part of something successful.

Start small grow strong.

Improving Your Inclusive Intelligence Inclusive leaders build inclusive cultures. The way we interact with employees and peers; the way we treat them in meetings; the way we bring them into projects or discussions; the way we seek out their opinions defines our culture. There are three (3) rules of an inclusive leader: Rule 1 - Get out of your comfort zone; Rule 2- Seek and respect other perspectives; Rule 3 - We are smarter together.

To improve your inclusive intelligence you must learn, practice and incorporate the Five Inclusive Habits into your daily routine. By being fair, open, cooperative, supportive, and empowering with your employees and your peers you will foster the creation of an inclusive culture. Listed below are the 20 questions/behavioral statements from the Federal Employee Viewpoint Survey (FEVS) New IQ index. The question is followed by Small Acts of Inclusion (SAI) with a brief explanation and supporting evidence for each (developed by Office of Diversity and Inclusion, OPM). By using these new tactics, you can begin to create and sustain a highly inclusive and engaged workforce.

Small Acts of Inclusion FAIR The ability to exhibit a disposition that is free of favoritism and bias; impartial Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q23. In my work SAI: Conduct a team This check in conversation can The Fair habit SAI is unit, steps are member check-in be initiated by the team primarily derived from the taken to deal with conversation with member or the team lead and SCARF model of the a poor performer each team member should address near term brain. This model was who cannot or will on a weekly basis. Goals, current Reality or new created from research not improve. issues, any Obstacles, and conducted by the agreement on the Way forward. Neuroleadership Institute.

Use this GROW model to To read more on this model improve performance of your use these links:

team and increase performance transparency. www.your-brain-at-Q24. In my work SAI: Give team To reinforce positive, work.com/files/NLJ_SCARF unit, differences in members meaningful productive behavior change, US.pdf performance are recognition by most people intuitively agree recognized in a stating the specific that connecting gratitude to http://www.strategy-meaningful way. behavior, describing both the behavior and the effect business.com/article/09306 the impact of the is a winning approach. Yet what ?pg=all behavior, and saying often happens is that one or thank you. both are communicated in isolation. There are important scientific reasons why these three phases - Behavior, Effect, and Thank You - are more effective to communicate recognition.

The Maritz Recognition Model -

Behavior, Effect, Thank You, or B.E.T. positions recognition as an interpersonal, meaning-making communication between two people. The recipe for effective recognition consists of three ingredients: B:

State the specific behavior or performance E: State the Effect, i.e., the impact and importance of the behavior T:

Say Thank You in earnest

Small Acts of Inclusion F A I R cont.

The ability to exhibit a disposition that is free of favoritism and bias; impartial Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q25. Awards in SAI: Establish a Focus on awarding teams and The Fair habit SAI is my work unit clear award scale partners formally and primarily derived from the depend on how (individual, team, individuals informally on a daily SCARF model of the well employees organizational) by basis to be in congruence with brain. This model was perform their jobs. gaining buy-in and the latest neuroscience created from research participation from research. Rewards, according conducted by the everyone on the to neuroscience, are more Neuroleadership Institute.

team. important when coming from To read more on this model peers and other respected use these links:

sources.

Q37. Arbitrary SAI: Identify three By establishing 3 personal www.your-brain-at-action, personal personal values and values and 3 team values, all work.com/files/NLJ_SCARF favoritism and three team values team members will have a US.pdf coercion for that you and your shared vision of ethical partisan political team agree to role behavior and the ability to hold http://www.strategy-purposes are not model. each other accountable. Share business.com/article/09306 tolerated. value observations at regular ?pg=all staff meetings or through team member emails. These value stories or observations should include positive stories, as well as when team members did not live up to the agreed values.

Look for ways to use these values every day. For example, if one of your core values is honesty, focus on being honest with all of your co-workers, even if the situation seems unimportant.

Q38. Prohibited SAI: Review an Reinforce Merit System Personnel aspect of Merit Principles through emails, staff Practices (for System Principles meetings, and all hands example, illegally on a regular basis to meetings. Establish a process discriminating for ensure transparency for team members to hold each or against any in all aspects of other accountable without the employee/applican personnel threat of retaliation. Adherence t, obstructing a management. to fair personnel practices persons right to reduces the threat response in compete for team members, thus reducing employment, work related stress.

knowingly violating veterans preference requirements) are not tolerated.

Small Acts of Inclusion OPEN The ability to be free of a closed mind; receptive to new ideas, viewpoints, and people Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q32. Creativity SAI: Identify and According to a 2010 study by The Open habit SAI is and innovation are track creative and IBM, creativity is the single founded upon the Implicit rewarded. innovative ideas most important attribute that Association framework of developed by your CEOs think is important for implicit bias and the Big 5 team and celebrate future business success. personality assessment. To on an at least a Without new ideas, new learn more about both quarterly basis. products, and new processes, access the links below:

you'll be left behind by your competition. Clearly, creative https://implicit.harvard.edu/i thinking gives us great new mplicit/iatdetails.html ideas and helps us solve our most complex problems. By encouraging creative thinking, you can also help your people become more engaged with what they do, increase their self-confidence, and improve their morale. Human beings, no matter who they are or what they do, have an innate desire to think and act creatively.

Q34. Policies and SAI: Mentor or Certain aspects of diversity are programs that initiate a friendship considered social fault lines promote diversity with someone from a that are particularly difficult to in the workplace different overcome from a societal and (for example, background, organizational perspective.

recruiting perspective, or some Establishing a connection with minorities and other aspect of someone from one of the above women, training in diversity. dimensions (who you dont awareness of work with) provides the diversity issues, potential for learning about mentoring). different perspectives that ultimately improves your ability as a leader or team member.

Small Acts of Inclusion O P E N cont.

The ability to be free of a closed mind; receptive to new ideas, viewpoints, and people Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q45. My SAI: Actively Active participation means that The Open habit SAI is supervisor is participate in at least you are actively engaged in one founded upon the Implicit committed to a one of the following: of the above activities. You Association framework of workforce employee resource attend meetings, provide implicit bias and the Big 5 representative of groups, Diversity support and expertise, and personality assessment. To all segments of and Inclusion organize innovative ways to learn more about both society. Councils, cultural engage other team members. access the links below:

learning activities, or some other organization and/or https://implicit.harvard.edu/i event that promote mplicit/iatdetails.html diversity and inclusion.

Q55. Supervisors SAI: Take the The IAT can be accessed by work well with Implicit Association using an internet search. It is employees of Test (IAT) that utilized in many different ways different measures and provides a quick backgrounds. unconscious biases identification and assessment and use your scores of unconscious biases that may to identify any be limiting your leadership potential areas of ability or the effectiveness of unconscious bias. your team and team members.

Small Acts of Inclusion COOPERATIVE The ability to work or act together willingly for a common purpose or benefit Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q58. Managers SAI: Establish a This can be done by having a The Cooperative habit SAI promote relationship with member from another function is based in part on research communication other employees in attend your staff meeting or by conducted by the MIT among different at least three scheduling a monthly interoffice Social Dynamics Lab. This work units (for different work units lunch. These encounters lab conducted research into example, about within your agency. improve engagement and can the non-verbal and implicit projects, goals, generate creative ideas. behaviors associated with and needed team success and group resources). creativity and collaboration.

Q59. Managers SAI: Identify at least All team members should be To learn more access the support one potential area, involved in some form of link below:

collaboration project, or event collaboration with other across work units where you and your members from outside of their http://obrienresources.com/

to accomplish work team members can normal functional units. Utilizing wp-objectives. promote social network analysis, the content/uploads/2013/02/H collaboration with MIT Social Dynamics Lab was BR-4-10-12-Webinar-other units. able to quantify the gains in Building-Great-Teams-productivity and engagement v041612.pdf when cross-functional information was shared on a regular basis by organizational members. To learn more, read the Harvard Business Review article The New Science of Building Great Teams by professor Alex Sandy Pentland.

Small Acts of Inclusion SUPPORTIVE The ability to constructively help others Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q42. My SAI: Encourage the The Supportive habit SAI is supervisor use of telework or derived from a theory of supports my need alternative work workplace engagement to balance work arrangements (such called, The Inner Work life and other life as modified System. This theory of issues. schedules or job engagement suggests that sharing), as employee engagement is in appropriate, and large part built upon suggest ways you employee perceptions and can help. the impact those perceptions have on Q46. My SAI: Provide Good feedback is structured employee motivation, supervisor constructive around understanding the emotional expression, and provides me with feedback by using current Situation, identifying the employee willingness to constructive the Situation- specific Behavior, and providing work. To learn more access suggestions to Behavior-Feedback relevant Feedback in a positive the link below:

improve my job model. way. When you are giving performance. feedback, first define the where http://www.oncourse.com.a and when of the situation to u/articles/Inner%20Work%2 which you are referring. This 0Life%20Understanding%2 puts the feedback into context, 0the%20Subtext%20of%20 and gives the other person a Business%20Performance.

specific setting as a reference. pdf Next, describe the specific behaviors that you want to address. This is the most challenging part of the process, because you must communicate only the behaviors that you observed directly. Finally, use "I" statements to describe how the other person's action has affected you or others.

Small Acts of Inclusion S U P P O R T I V E cont.

The ability to constructively help others Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q48. My SAI: Connect with During these conversations The Supportive habit SAI is supervisor listens other team members practice active listening skills. derived from a theory of to what I have to by taking some time Pay attention by giving the workplace engagement say. each day to have speaker your undivided attention, called, The Inner Work life informal and acknowledge the message. System. This theory of conversations with Recognize that non-verbal engagement suggests that other team communication also "speaks" employee engagement is in members. loudly. Show that you are large part built upon listening by using your own body employee perceptions and language and gestures to convey the impact those your attention. For example, nod perceptions have on occasionally, smile and use other facial expressions, and employee motivation, encourage the speaker to emotional expression, and continue with small verbal employee willingness to comments like, yes and uh work. To learn more access huh. Provide feedback by the link below:

understanding that our personal filters, assumptions, judgments, http://www.oncourse.com.a and beliefs can distort what we u/articles/Inner%20Work%2 hear. As a listener, your role is to 0Life%20Understanding%2 understand what is being said. 0the%20Subtext%20of%20 This may require you to reflect Business%20Performance.

what is being said and ask pdf questions.

Q49. My SAI: Develop a This code outlines how you will supervisor treats personal and team treat your fellow team members, me with respect. mutual respect and how you expect to be code and share it treated. Agree with other team with other team members on how each member members. will be treated with a basic level of respect. For example, everyone is acknowledged in a meeting; candid and respectful feedback is promoted; and everyone says thank you and gives each other a chance to speak without being interrupted.

Q50. In the last six SAI: Use a weekly See question #23.

months, my check in supervisor has conversation to talked with me discuss goals, about my current situation, performance. opportunities or obstacles for improvement, and the way ahead.

Small Acts of Inclusion EMPOWER The ability to help others contribute their full potential (resources & support)

Behavioral Small Acts of Explanation Supporting Evidence Statement Inclusion (SAI)

Q2. I have enough SAI: Identify Construct a personal network The Empower habit SAI use information to do potential information analysis that contains your the research on motivation my job well. and knowledge current connections, and ask conducted by Professor shortfalls you and/or your team members to do the Dan Pink. Professor Pinks your team may have same. Identify gaps in you and research suggests that and find sources to your teams information and motivation is in large part fill the knowledge knowledge portfolio and due to three interrelated gap. establish sources to fill those dimensions. Those gaps. dimensions are Mastery, Q3. I feel SAI: Initiate and In Brainwriting, members write Autonomy, and Purpose.

encouraged to utilize Brainwriting their ideas on paper (or an According to Pink, when come up with new as a method to email) and then pass them on those three dimensions are and better ways of constantly to other members of the group satisfied, employees are doing things. introduce, promote who are required to build on operating at their peak and develop new these ideas and add their own motivation. To learn more ideas. contributions. access the link below:

Q11. My talents SAI: Identify your Encourage all team members http://www.marshallcf.com/a are used well in talents by taking the to take the survey to identify ssets/book_reviews/Drive.p the workplace. Big 5 personality team strengths, gaps, and df assessment and overlaps.

sharing results with other team members. (See Appendix 1)

Q30. Employees SAI: Complete the Use the MAP worksheet to have a feeling of Mastery, Autonomy, identify empowering moments personal and Purpose (MAP) with respect to work processes empowerment with worksheet. (See and assess how to motivate respect to work Appendix 2) yourself and your team to have processes. more of these moments. Focus on replicating actions that lead to successful accomplishments to unlock the potential of employees and create a culture of excellence and engagement.

A P P E N D I X -- 1 The Big Five Personality Test The Newcastle Personality Assessor (NPA) allows you to assess yourself on the big five personality dimensions. Below are some descriptions of behaviors and thoughts.

Tick the boxes and record your scores using the following key:

For all questions other than 7 and 9: For questions 7 and 9:

Very unlikely = 1 Very unlikely = 5 Moderately unlikely = 2 Moderately unlikely = 4 Neither likely or unlikely = 3 Neither likely or unlikely = 3 Moderately likely = 4 Moderately likely = 2 Very likely = 5 Very likely = 1 Very Moderately Neither Moderately Very Score unlikely Unlikely likely or likely likely unlikely

1. Start a conversation

2. Make sure others are comfortable and happy

3. Use difficult words

4. Prepare for things in advance

5. Feel blue or depressed

6. Plan parties or social events

7. Insult people

8. Think about philosophical or social questions

9. Let things get into a mess

10. Feel stressed or worried The results Now work out your score for each of the big five personality dimensions by summing up your score from the individual questions as shown below.

The scores For each dimension, 2, 3 and 4 are low scores, 5 and 6 are low-medium, 7 and 8 are medium-high, and 9 and 10 are high scores.

Dimension To calculate score Your score Extroversion Q1 + Q6 Neuroticism Q5 + Q10 Conscientiousness Q4 + Q9 Agreeableness Q2 + Q7 Openness Q3 + Q8 Dimension High scores are .. Low scores are ..

Extroversion Outgoing, enthusiastic and active; Aloof, quiet and independent; you you seek novelty and excitement. are cautious and enjoy time alone.

Neuroticism Prone to stress, worry and negative Emotionally stable but can take emotions. unnecessary risks.

Conscientiousness Organized, self-directed and Spontaneous, careless, can be successful, but controlling. prone to addiction.

Agreeableness Trusting, empathetic and Uncooperative and hostile, find it compliant, you are slow to anger. hard to empathize with others.

Openness Creative, imaginative, eccentric Practical, conventional, skeptical and open to new experiences. and rational.

10 9 8 7 6 5 4 3 2 1 Openness Conscientiousness Extraversion Agreeable Neuroticism

A P P E N D I X -- 2 Purpose (MAP) Worksheet Mastery, Autonomy, and Purpose (MAP) Worksheet

Background

The Empower habit Small Act of Inclusion uses the research on motivation conducted by Professor Dan Pink. Professor Pinks research suggests that motivation is in large part due to three interrelated dimensions. Those dimensions are:

Mastery - getting better at doing things that matter Autonomy - self-direction, completing the task your own way, acting with choice Purpose - connecting to a cause larger than yourself According to Pink, when those three dimensions are satisfied, employees are operating at their peak motivation.

Instructions Use the MAP worksheet to identify empowering moments with respect to work processes and assess how to motivate yourself and your team to have more of these moments. Focus on replicating actions that lead to successful accomplishments to unlock the potential of employees and create a culture of excellence and engagement.

Experiencing Mastery at Work - YOU Think of a time when you were fully engaged at work - creative, innovative, productive and doing a great job.

Where did you work, what job or project were you doing, who were your colleagues, customers, stakeholders, strategic partners, etc.

What was the challenge, problem, or conflict you were facing? What was the problem, and what was its impact? What was at stake? What would failure or success mean?

What did you do to respond to this situation? What was the impact of your actions on your team and customers?

What were the outside conditions that made it possible for you to be your best in this situation (Ex: my manager gave me the freedom to handle the situation as I saw fit)?

What were the inner conditions that made it possible for you to be your best in this situation (Ex: I completed online training via ELMS, or I collaborated with colleagues)?

What can you do to create more opportunity to be fully engaged at work?

What conversations do you need to have with your manager or teammates to create the right outer conditions? What do you need to share regarding your working style?

What techniques might you use to create the right inner conditions?

Experiencing Mastery at Work - YOUR TEAM Describe your employees finest hour - a moment when they were at their best. (Tip: Make sure your employee knows that you noticed this and appreciate it.)

What strengths or aptitudes did they show?

What can you do to help them create another experience of mastery? (Tip: Effective feedback should focus on specifics and recognition/praise should focus on the effort and strategy that was exhibited during their finest hour)

How can you adjust their role and responsibilities so that they play to the employees strengths?

What elements of the mastery mindset does the employee already have? What elements might they need to develop?

Based on the information above, create a plan for helping your employee have more experiences of mastery.

Working with Autonomy - YOU What are the areas in your job where you already have autonomy?

What results have you been able to achieve with that autonomy?

(Tip: Make sure your boss knows you appreciate the autonomy you have and what you have been able to achieve as a result.)

What is an area of your job where you would like to experience greater autonomy?

What would you be able to accomplish with this additional autonomy?

Create a plan for discussions with your manager and/or teammates for greater autonomy.

Working with Autonomy - YOUR TEAM How would your describe the level of autonomy of your team?

What are the organization obstacles you see in granting your employees more autonomy?

Do you have any anxieties or fears about what would happen if you granted your team greater autonomy?

What are they?

Based on your own ideas create a plan for increasing autonomy on your team.

Connecting Your Work with Purpose - YOU What would happen to your team if your position suddenly went away?

How does your team benefit if/when you consistently bring your best effort to work?

Who are the people that benefit from your service? What are the different ways in which they benefit?

Using your answers to the questions above, write one (1) sentence that reflects your personal sense of your mission at work.

What is the link between your work and IRSs mission to Provide Americas taxpayers top-quality service by helping them understand and meet their tax responsibilities and enforce the law with integrity and fairness to all?

What are some ways that you can remind yourself of the purpose that you serve at work? What are some things you can do to contribute more meaningfully to that purpose?

Connecting Your Work with Purpose - YOUR TEAM What would happen to your team if your employees position suddenly went away?

How would your team benefit if your employee had consistently high performance?

Who are the people that benefit from the service of your employee? What are the different ways in which they benefit?

Using your answers to the questions above, write one sentence that reflects your personal sense of the mission of your employee.

What is the link between this employees work and IRSs mission to Provide Americas taxpayers top-quality service by helping them understand and meet their tax responsibilities and enforce the law with integrity and fairness to all?

How can you help your employee connect their work to an important purpose?