00:00:06
between diversity and financial performance,
00:00:09
but what if we took a closer look?
00:00:12
Do you feel like you're more effective at first glance when you work with someone
00:00:17
with a 30 year age gap,
00:00:18
with someone whose culture you don't share,
00:00:21
with someone who thinks radically different from you?
00:00:24
At first glance,
00:00:29
let's look at the different reasons why
00:00:30
diversity doesn't immediately lead to increased efficiency,
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as we would like to think.
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Reason number one,
00:00:40
the spontaneous creation of groups.
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Diversity does not generate performance when groups
00:00:45
are created between people who are alike.
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I work with you because we understand each
00:00:50
other without having to explain ourselves too much.
00:00:53
I hired you on my team because we share more similarities than differences.
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Our differences are so slight that they don't bother me.
00:01:02
This is how affinities are formed in a company,
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then groups and even clans.
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We choose our work groups based on the people with whom we find it easy to work with.
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The saying goes,
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birds of a feather flock together.
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starting all the way back from the school playground.
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Diversity reinforces the risk of creating small groups,
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and communitarianism.
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there is the need to combine diversity policy with an in-depth work on inclusion
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so that Paul can work with Sophie,
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who is 30 years older,
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Mary can work with her Japanese colleague Hisako,
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and Anton can work with Fred,
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who is visually impaired.
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Reason number 2,
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the discomfort of difference.
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Many people feel uncomfortable around people who are different.
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Your difference makes me uncomfortable and even challenges me.
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If you are outspoken about what you think
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and I'm careful not to hurt anyone's feelings,
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then either you are wrong and need to change,
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or you are right and I need to make an effort.
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In a binary world,
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white and black,
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whoever isn't in the opposite camp
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and we would prefer the other to change in order to facilitate communication.
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Especially if the rest of the group is like us,
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the culprit is then quickly found.
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The one who must adapt and change is the one who is the part of the minority group.
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We then try to shave off the differences that diversity has offered us on a platter.
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The more we feel secure in our inner self-esteem,
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the more we are open to difference in age,
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physical appearance,
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sexual orientation,
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Feeling secure with proper self-esteem,
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we no longer think we are superior to the other group.
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We no longer need our close colleagues to be like us,
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to think like us,
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to confirm that we are right,
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that we are good people.
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When different people meet,
00:03:03
they either oppose each other by defending their belief system,
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or they enrich each other by opening up to another.
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Inclusion obviously helps the prevalence of mutual enrichment.
00:03:16
An inclusive organization helps its employees to feel safe in their differences.
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It's OK to be young or old,
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heterosexual or gay,
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Christian or Muslim,
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or with an Arabic or Asian sounding name.
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An inclusive organization helps its employees to have confidence in themselves.
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No need to go and find comfort in the cocoon of those who are like us.
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An inclusive organization reduces the natural fear of difference
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and helps its employees to do the same with their colleagues and customers.
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diversity does not lead to performance when communication is not optimal,
00:03:55
because diversity is indeed extremely challenging.
00:04:00
As explained in the article,
00:04:01
how diversity makes us smarter from scientific American.
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Research has shown that social diversity within a group can cause discomfort,
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rougher interactions,
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increased interpersonal conflict,
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weaker communication,
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Anxiety about the lack of respect,
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among other problems.
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to reap all the benefits of diversity and make it
00:04:25
a real factor of well-being and performance at work,
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you need to know how to communicate well,
00:04:32
or rather with the differences.
00:04:34
According to a study conducted by MIT's Human Dynamics Laboratory,
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the way a team communicates has more impact on performance than
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individual intelligence,
00:04:46
team members' competencies,
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and the content of discussions all combined.
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The data from their extensive studies showed
00:04:54
that 3 key dimensions of communication could strongly predict team success.
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The total amount of interaction and communication between all team members.
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How well the energy in the team is distributed,
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how inclusive each member is.
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The ability of the team to seek out diverse perspectives from outside the team,
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from other departments or organizations.
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Teams that score high on all three of
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these communication traits are high performing teams.
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In these model teams,
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all members speak and listen in roughly equal measures,
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concisely and respectfully.
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Members also have a lot of face to face communication,
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whether that's in person or on video.
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All team members interact directly with each other,
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not just with the manager.
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About half of the communication is done at team meetings,
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and the other half is face to face.
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Team members regularly go outside the team
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to explore practices and exchange information.
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diversity is an asset when accompanied by an inclusive
00:06:06
approach and even more so by high quality communication
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within and outside the team.
00:06:13
Without these voluntary steps,
00:06:15
diversity only generates
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