MARK210 LECTURE

0:00

S… Speaker 1 (MARK210 LECTURE)

And all of that is there.

0:01

S… Speaker 1 (MARK210 LECTURE)

But I also like,

0:02

S… Speaker 1 (MARK210 LECTURE)

you know,

0:03

S… Speaker 1 (MARK210 LECTURE)

I was fortunate enough to work in an organization like Microsoft,

0:07

S… Speaker 1 (MARK210 LECTURE)

where inclusion is kind of super important.

0:11

S… Speaker 1 (MARK210 LECTURE)

And I also had the privilege of driving,

0:14

S… Speaker 1 (MARK210 LECTURE)

you know, inclusion for the India site for about

0:19

S… Speaker 1 (MARK210 LECTURE)

three years.

0:20

S… Speaker 1 (MARK210 LECTURE)

Right. So this is kind of not just my team,

0:22

S… Speaker 1 (MARK210 LECTURE)

but across.

0:22

S… Speaker 1 (MARK210 LECTURE)

So a lot of what you will hear from me has been

0:27

S… Speaker 1 (MARK210 LECTURE)

kind of.

0:27

S… Speaker 1 (MARK210 LECTURE)

is something that I've learned within Microsoft.

0:30

S… Speaker 1 (MARK210 LECTURE)

But then,

0:31

S… Speaker 1 (MARK210 LECTURE)

of course, they are my interpretation of what inclusion means.

0:35

S… Speaker 1 (MARK210 LECTURE)

So wherever I have a specific,

0:37

S… Speaker 1 (MARK210 LECTURE)

you know,

0:38

S… Speaker 1 (MARK210 LECTURE)

I mean, there are certain models that I'll definitely talk about.

0:41

S… Speaker 1 (MARK210 LECTURE)

So yeah,

0:42

S… Speaker 1 (MARK210 LECTURE)

no, I'm super excited.

0:43

S… Speaker 1 (MARK210 LECTURE)

So let me first try to share my screen.

0:46

S… Speaker 2 (MARK210 LECTURE)

So

0:52

S… Speaker 1 (MARK210 LECTURE)

how is everyone doing today?

0:53

S… Speaker 2 (MARK210 LECTURE)

But how are

0:57

S… Speaker 1 (MARK210 LECTURE)

you doing?

0:57

S… Speaker 2 (MARK210 LECTURE)

Very good.

0:58

S… Speaker 2 (MARK210 LECTURE)

Thank you.

0:59

S… Speaker 2 (MARK210 LECTURE)

How are you?

1:14

S… Speaker 1 (MARK210 LECTURE)

All right, so let's get started.

1:15

S… Speaker 1 (MARK210 LECTURE)

So when people

1:19

S… Speaker 1 (MARK210 LECTURE)

think about inclusion,

1:20

S… Speaker 1 (MARK210 LECTURE)

and I understand you all might have already talked a bit about inclusion in your

1:25

S… Speaker 1 (MARK210 LECTURE)

lectures this semester.

1:27

S… Speaker 1 (MARK210 LECTURE)

So hopefully this kind of adds on to what you already have

1:32

S… Speaker 1 (MARK210 LECTURE)

learned.

1:32

S… Speaker 1 (MARK210 LECTURE)

So when we think about inclusion,

1:34

S… Speaker 1 (MARK210 LECTURE)

a lot of times people think about representation.

1:41

S… Speaker 1 (MARK210 LECTURE)

But then,

1:42

S… Speaker 1 (MARK210 LECTURE)

you know, representation is more about,

1:44

S… Speaker 1 (MARK210 LECTURE)

you know, how do you bring diversity in?

1:46

S… Speaker 1 (MARK210 LECTURE)

Inclusion is how do you make that effective,

1:49

S… Speaker 1 (MARK210 LECTURE)

right? How do you really make the diversity effective for

1:53

S… Speaker 1 (MARK210 LECTURE)

the organization,

1:54

S… Speaker 1 (MARK210 LECTURE)

for the individual,

1:56

S… Speaker 1 (MARK210 LECTURE)

all of it,

1:57

S… Speaker 1 (MARK210 LECTURE)

right? So inside organizations,

1:59

S… Speaker 1 (MARK210 LECTURE)

it's often experienced...

2:01

S… Speaker 1 (MARK210 LECTURE)

Inside organizations,

2:02

S… Speaker 1 (MARK210 LECTURE)

it's often experienced much more quietly,

2:05

S… Speaker 1 (MARK210 LECTURE)

right?

2:06

S… Speaker 1 (MARK210 LECTURE)

I mean, like you...

2:07

S… Speaker 1 (MARK210 LECTURE)

It's about it shows up in meetings.

2:09

S… Speaker 1 (MARK210 LECTURE)

It shows up in participations.

2:12

S… Speaker 1 (MARK210 LECTURE)

It shows up in trust.

2:15

S… Speaker 1 (MARK210 LECTURE)

It shows up who feels comfortable contributing.

2:18

S… Speaker 1 (MARK210 LECTURE)

It also shows up whether disagreement

2:22

S… Speaker 1 (MARK210 LECTURE)

feels safe or not.

2:25

S… Speaker 1 (MARK210 LECTURE)

And in global organizations,

2:26

S… Speaker 1 (MARK210 LECTURE)

culture shapes many of these experiences,

2:29

S… Speaker 1 (MARK210 LECTURE)

right?

2:30

S… Speaker 1 (MARK210 LECTURE)

And that's the reason we chose inclusion as a topic for this

2:34

S… Speaker 1 (MARK210 LECTURE)

lecture, because,

2:35

S… Speaker 1 (MARK210 LECTURE)

you know, it's like it folds right into culture there,

2:39

S… Speaker 1 (MARK210 LECTURE)

right?

2:40

S… Speaker 1 (MARK210 LECTURE)

So who gets heard,

2:41

S… Speaker 1 (MARK210 LECTURE)

who gets invited to conversations,

2:44

S… Speaker 1 (MARK210 LECTURE)

who feels comfortable?

2:45

S… Speaker 1 (MARK210 LECTURE)

All of this is how inclusion is experienced in

2:50

S… Speaker 1 (MARK210 LECTURE)

an organization.

2:52

S… Speaker 1 (MARK210 LECTURE)

And this becomes,

2:53

S… Speaker 1 (MARK210 LECTURE)

and it's,

2:54

S… Speaker 1 (MARK210 LECTURE)

so while it is experienced quietly,

2:56

S… Speaker 1 (MARK210 LECTURE)

it becomes more visible through participation.

2:58

S… Speaker 1 (MARK210 LECTURE)

How do people participate is how inclusion shows up for individuals.

3:14

S… Speaker 1 (MARK210 LECTURE)

So what are the characteristics of a global organization?

3:18

S… Speaker 1 (MARK210 LECTURE)

I mean, of course,

3:19

S… Speaker 1 (MARK210 LECTURE)

there are many characteristics,

3:20

S… Speaker 1 (MARK210 LECTURE)

but these are some of the characteristics that I could think of.

3:22

S… Speaker 1 (MARK210 LECTURE)

Global organizations bring together differences in culture.

3:27

S… Speaker 1 (MARK210 LECTURE)

They bring together differences in language,

3:29

S… Speaker 1 (MARK210 LECTURE)

communication styles,

3:31

S… Speaker 1 (MARK210 LECTURE)

hierarchy expectations,

3:33

S… Speaker 1 (MARK210 LECTURE)

decision -making approaches,

3:35

S… Speaker 1 (MARK210 LECTURE)

work styles,

3:36

S… Speaker 1 (MARK210 LECTURE)

and participation norms.

3:40

S… Speaker 1 (MARK210 LECTURE)

Diversity brings these different perspectives and inclusion determines

3:45

S… Speaker 1 (MARK210 LECTURE)

whether these perspectives influence outcomes.

3:47

S… Speaker 1 (MARK210 LECTURE)

Because at the end of the day,

3:48

S… Speaker 1 (MARK210 LECTURE)

you are together,

3:50

S… Speaker 1 (MARK210 LECTURE)

like in a global organization,

3:52

S… Speaker 1 (MARK210 LECTURE)

a team comes together for a purpose.

3:55

S… Speaker 1 (MARK210 LECTURE)

They have delivered an outcome.

3:56

S… Speaker 1 (MARK210 LECTURE)

And for them to be able to deliver outcome when you bring in

4:01

S… Speaker 1 (MARK210 LECTURE)

people from different perspectives and different backgrounds together,

4:05

S… Speaker 1 (MARK210 LECTURE)

while,

4:07

S… Speaker 1 (MARK210 LECTURE)

you know, there is,

4:07

S… Speaker 1 (MARK210 LECTURE)

of course, there's enough research that...

4:10

S… Speaker 1 (MARK210 LECTURE)

You know, innovation thrives when you bring in different perspectives.

4:13

S… Speaker 1 (MARK210 LECTURE)

But if you're not able to harness the strength of the different perspectives,

4:17

S… Speaker 1 (MARK210 LECTURE)

then it actually does not really help the organization.

4:21

S… Speaker 1 (MARK210 LECTURE)

So that's why it becomes very important for organizations

4:26

S… Speaker 1 (MARK210 LECTURE)

to create a very inclusive work environment.

4:30

S… Speaker 2 (MARK210 LECTURE)

And

4:34

S… Speaker 1 (MARK210 LECTURE)

inclusion is more than presence.

4:37

S… Speaker 1 (MARK210 LECTURE)

You know, you could be in the room,

4:39

S… Speaker 1 (MARK210 LECTURE)

you could be present in the meeting,

4:40

S… Speaker 1 (MARK210 LECTURE)

you could be present in the organization,

4:42

S… Speaker 1 (MARK210 LECTURE)

but you can still not feel heard.

4:45

S… Speaker 1 (MARK210 LECTURE)

You can still not feel trusted.

4:47

S… Speaker 1 (MARK210 LECTURE)

You will not feel valued.

4:49

S… Speaker 1 (MARK210 LECTURE)

You will not feel psychologically safe.

4:51

S… Speaker 1 (MARK210 LECTURE)

And you'll not be able to contribute effectively.

4:56

S… Speaker 1 (MARK210 LECTURE)

So inclusion is,

4:58

S… Speaker 1 (MARK210 LECTURE)

it's not about,

4:58

S… Speaker 1 (MARK210 LECTURE)

so it's like, you know,

4:59

S… Speaker 1 (MARK210 LECTURE)

there's...

5:00

S… Speaker 1 (MARK210 LECTURE)

I think there's a phrase that...

5:03

S… Speaker 1 (MARK210 LECTURE)

you might have heard about already in your inclusion class.

5:07

S… Speaker 1 (MARK210 LECTURE)

I think it talks about diversity is something of the likes

5:13

S… Speaker 1 (MARK210 LECTURE)

of diversity is you are invited to

5:18

S… Speaker 1 (MARK210 LECTURE)

a party and inclusion is you have a seat on the table,

5:21

S… Speaker 1 (MARK210 LECTURE)

right?

5:21

S… Speaker 1 (MARK210 LECTURE)

Which essentially means,

5:22

S… Speaker 1 (MARK210 LECTURE)

right, you know, you have a voice.

5:23

S… Speaker 1 (MARK210 LECTURE)

You have a voice or not.

5:25

S… Speaker 1 (MARK210 LECTURE)

So I could like,

5:26

S… Speaker 1 (MARK210 LECTURE)

and many organizations and that's the reality or perhaps also the

5:30

S… Speaker 1 (MARK210 LECTURE)

evolution of when,

5:33

S… Speaker 1 (MARK210 LECTURE)

When organizations started understanding that,

5:36

S… Speaker 1 (MARK210 LECTURE)

you know, the value of diversity,

5:39

S… Speaker 1 (MARK210 LECTURE)

they started hiring like diverse people,

5:41

S… Speaker 1 (MARK210 LECTURE)

right? And where diversity here is,

5:44

S… Speaker 1 (MARK210 LECTURE)

you know, and I intentionally don't want to go into like,

5:48

S… Speaker 1 (MARK210 LECTURE)

you know, the forms of diversity.

5:49

S… Speaker 1 (MARK210 LECTURE)

I'm pretty sure you all have a sense of it.

5:52

S… Speaker 1 (MARK210 LECTURE)

So organizations started

5:57

S… Speaker 1 (MARK210 LECTURE)

hiring people from different backgrounds.

6:00

S… Speaker 1 (MARK210 LECTURE)

And that's like the step one.

6:01

S… Speaker 1 (MARK210 LECTURE)

But what organizations were not doing really was

6:06

S… Speaker 1 (MARK210 LECTURE)

effectively creating environments so that people were

6:10

S… Speaker 1 (MARK210 LECTURE)

valued and they were able to contribute.

6:12

S… Speaker 1 (MARK210 LECTURE)

And so that's what happens when you come.

6:15

S… Speaker 1 (MARK210 LECTURE)

So you could be,

6:17

S… Speaker 1 (MARK210 LECTURE)

let's say somebody decided that,

6:19

S… Speaker 1 (MARK210 LECTURE)

you know,

6:19

S… Speaker 1 (MARK210 LECTURE)

they needed to hire somebody from a different background altogether.

6:24

S… Speaker 1 (MARK210 LECTURE)

Right.

6:24

S… Speaker 1 (MARK210 LECTURE)

Which is like,

6:25

S… Speaker 1 (MARK210 LECTURE)

you know, a way different from the dominant background.

6:27

S… Speaker 1 (MARK210 LECTURE)

They hired that person into the team.

6:29

S… Speaker 1 (MARK210 LECTURE)

But if they don't create the leader or the manager of that team doesn't create

6:33

S… Speaker 1 (MARK210 LECTURE)

an environment where this particular different person's perspective is valued,

6:38

S… Speaker 1 (MARK210 LECTURE)

that person could just be there.

6:40

S… Speaker 1 (MARK210 LECTURE)

and not really be able to contribute,

6:42

S… Speaker 1 (MARK210 LECTURE)

right?

6:43

S… Speaker 1 (MARK210 LECTURE)

Because they're still figuring out what to do.

6:44

S… Speaker 1 (MARK210 LECTURE)

So are they able to contribute effectively?

6:47

S… Speaker 1 (MARK210 LECTURE)

And are they even able to contribute authentically?

6:50

S… Speaker 1 (MARK210 LECTURE)

Because there's this whole concept of covering that also exists,

6:55

S… Speaker 1 (MARK210 LECTURE)

right?

6:56

S… Speaker 1 (MARK210 LECTURE)

I try to cover myself as in I try to

7:00

S… Speaker 1 (MARK210 LECTURE)

behave differently and not bring in my authentic self just because

7:04

S… Speaker 1 (MARK210 LECTURE)

there's an organization norm or there's an organization expectation that I

7:08

S… Speaker 1 (MARK210 LECTURE)

have to show up a particular way.

7:10

S… Speaker 1 (MARK210 LECTURE)

For instance,

7:11

S… Speaker 1 (MARK210 LECTURE)

if there is an organization where speaking

7:15

S… Speaker 1 (MARK210 LECTURE)

out loudly or posturing in a particular way is considered

7:20

S… Speaker 1 (MARK210 LECTURE)

or having a forceful conversation is valued.

7:24

S… Speaker 1 (MARK210 LECTURE)

I might just do that for the sake of fitting in.

7:28

S… Speaker 1 (MARK210 LECTURE)

And that fitting in also sometimes it's called covering,

7:31

S… Speaker 1 (MARK210 LECTURE)

right? Because you're covering your,

7:32

S… Speaker 1 (MARK210 LECTURE)

my innate nature may not be to speak like that,

7:35

S… Speaker 1 (MARK210 LECTURE)

but I would to just fit in.

7:37

S… Speaker 1 (MARK210 LECTURE)

And that's where it's the manager's,

7:39

S… Speaker 1 (MARK210 LECTURE)

manager's responsibility to create an

7:43

S… Speaker 1 (MARK210 LECTURE)

environment where I,

7:45

S… Speaker 1 (MARK210 LECTURE)

who does not speak vocably all the time,

7:48

S… Speaker 1 (MARK210 LECTURE)

should feel comfortable bringing my authentic self to the room.

7:52

S… Speaker 1 (MARK210 LECTURE)

So that's,

7:53

S… Speaker 1 (MARK210 LECTURE)

again, an evolution that I've seen organizations go through,

7:56

S… Speaker 1 (MARK210 LECTURE)

or even for that matter,

7:57

S… Speaker 1 (MARK210 LECTURE)

teams go through.

7:58

S… Speaker 1 (MARK210 LECTURE)

You know, a lot of large organizations went through this whole phase of mandating

8:03

S… Speaker 1 (MARK210 LECTURE)

diversity.

8:04

S… Speaker 1 (MARK210 LECTURE)

And depending on the context or the country that you were in,

8:07

S… Speaker 1 (MARK210 LECTURE)

the mandate differed,

8:11

S… Speaker 1 (MARK210 LECTURE)

right? In some cases,

8:12

S… Speaker 1 (MARK210 LECTURE)

it could have been,

8:13

S… Speaker 1 (MARK210 LECTURE)

you know, how many women do you have on your team,

8:15

S… Speaker 1 (MARK210 LECTURE)

right? How do you increase the representation of women?

8:18

S… Speaker 1 (MARK210 LECTURE)

In other countries,

8:21

S… Speaker 1 (MARK210 LECTURE)

it was about how do you increase the representation of

8:25

S… Speaker 1 (MARK210 LECTURE)

other identified minorities?

8:28

S… Speaker 1 (MARK210 LECTURE)

How do you kind of ensure that you're hiring enough of people who

8:32

S… Speaker 1 (MARK210 LECTURE)

are underrepresented?

8:33

S… Speaker 1 (MARK210 LECTURE)

So as organizations started doing that,

8:36

S… Speaker 1 (MARK210 LECTURE)

that was the first step.

8:38

S… Speaker 1 (MARK210 LECTURE)

to kind of bringing in diversity into the room but the

8:42

S… Speaker 1 (MARK210 LECTURE)

second step then is how do you create the environment

8:46

S… Speaker 1 (MARK210 LECTURE)

among in the team and when i say team it's not just the manager

8:50

S… Speaker 1 (MARK210 LECTURE)

what's the environment the manager creates but what's the environment the

8:54

S… Speaker 1 (MARK210 LECTURE)

manager enables for this new team member

8:57

S… Speaker 1 (MARK210 LECTURE)

from the other team members that are already there.

9:00

S… Speaker 1 (MARK210 LECTURE)

So I'll give you an example of,

9:03

S… Speaker 1 (MARK210 LECTURE)

you know, which is very stark and I'm glad it is not as stark

9:07

S… Speaker 1 (MARK210 LECTURE)

now in many,

9:09

S… Speaker 1 (MARK210 LECTURE)

many cultures and many countries,

9:12

S… Speaker 1 (MARK210 LECTURE)

but there are still companies and cultures where,

9:15

S… Speaker 1 (MARK210 LECTURE)

you know,

9:16

S… Speaker 1 (MARK210 LECTURE)

perhaps a woman could be the only person in the team,

9:19

S… Speaker 1 (MARK210 LECTURE)

right? There could be like a seven member team and perhaps,

9:22

S… Speaker 1 (MARK210 LECTURE)

you know, the woman on that team is the one person there,

9:25

S… Speaker 1 (MARK210 LECTURE)

right? So one out of seven.

9:27

S… Speaker 1 (MARK210 LECTURE)

And then that that woman may may not feel comfortable in that

9:31

S… Speaker 1 (MARK210 LECTURE)

setup because because the rest of the team was very comfortable being

9:35

S… Speaker 1 (MARK210 LECTURE)

the way they were being.

9:36

S… Speaker 1 (MARK210 LECTURE)

And now suddenly you have a person who's different.

9:38

S… Speaker 1 (MARK210 LECTURE)

And the same thing would play out if you have,

9:41

S… Speaker 1 (MARK210 LECTURE)

let's say,

9:42

S… Speaker 1 (MARK210 LECTURE)

you know,

9:43

S… Speaker 1 (MARK210 LECTURE)

a kind of a regional majority.

9:45

S… Speaker 1 (MARK210 LECTURE)

Right.

9:45

S… Speaker 1 (MARK210 LECTURE)

So if you have some people and I will kind of keep it simple.

9:49

S… Speaker 1 (MARK210 LECTURE)

If you have,

9:51

S… Speaker 1 (MARK210 LECTURE)

let's say.

9:52

S… Speaker 1 (MARK210 LECTURE)

Again, a seven -member team,

9:54

S… Speaker 1 (MARK210 LECTURE)

six of them speak French.

9:57

S… Speaker 1 (MARK210 LECTURE)

And there's one person who speaks French.

10:00

S… Speaker 1 (MARK210 LECTURE)

Spanish,

10:00

S… Speaker 2 (MARK210 LECTURE)

right? And let's assume that English

10:05

S… Speaker 2 (MARK210 LECTURE)

is not their first language.

10:07

S… Speaker 2 (MARK210 LECTURE)

So what would the tendency be unknowingly?

10:09

S… Speaker 1 (MARK210 LECTURE)

The people,

10:10

S… Speaker 2 (MARK210 LECTURE)

the six people who speak French would always speak French.

10:14

S… Speaker 2 (MARK210 LECTURE)

And the one person who's Spanish perhaps would just feel

10:18

S… Speaker 2 (MARK210 LECTURE)

excluded unknowingly,

10:20

S… Speaker 1 (MARK210 LECTURE)

right?

10:21

S… Speaker 2 (MARK210 LECTURE)

Because...

10:23

S… Speaker 2 (MARK210 LECTURE)

because it's not people most of the time my belief is people don't do it intentionally

10:27

S… Speaker 2 (MARK210 LECTURE)

it's a lot of time it is an unintentional consequence that ends

10:31

S… Speaker 2 (MARK210 LECTURE)

up making feel people feel excluded

10:38

S… Speaker 2 (MARK210 LECTURE)

So where does inclusion show up in organizations?

10:40

S… Speaker 2 (MARK210 LECTURE)

So it shows up in meetings where perhaps

10:45

S… Speaker 2 (MARK210 LECTURE)

there is unequal participation,

10:47

S… Speaker 2 (MARK210 LECTURE)

decision -making,

10:48

S… Speaker 2 (MARK210 LECTURE)

dominant voices influence outcomes,

10:51

S… Speaker 1 (MARK210 LECTURE)

feedback,

10:52

S… Speaker 2 (MARK210 LECTURE)

some communication styles are privileged.

10:57

S… Speaker 1 (MARK210 LECTURE)

Collaboration,

10:58

S… Speaker 2 (MARK210 LECTURE)

informal groups form exclusion patterns.

11:01

S… Speaker 1 (MARK210 LECTURE)

Leadership,

11:03

S… Speaker 2 (MARK210 LECTURE)

some people feel safer challenging than others.

11:06

S… Speaker 1 (MARK210 LECTURE)

Remote work,

11:07

S… Speaker 2 (MARK210 LECTURE)

visibility and participation inequality.

11:10

S… Speaker 2 (MARK210 LECTURE)

And many of these inclusion challenges are visible through behavior

11:14

S… Speaker 1 (MARK210 LECTURE)

before they are visible through policy.

11:17

S… Speaker 2 (MARK210 LECTURE)

So what I mean by that is like,

11:19

S… Speaker 2 (MARK210 LECTURE)

you know, and I want to kind of not talk so much about policy here because

11:23

S… Speaker 2 (MARK210 LECTURE)

our focus is more around how do you create a culture of inclusion

11:27

S… Speaker 2 (MARK210 LECTURE)

which is not bound by policy,

11:29

S… Speaker 1 (MARK210 LECTURE)

right?

11:29

S… Speaker 2 (MARK210 LECTURE)

It's bound by how teams behave.

11:32

S… Speaker 2 (MARK210 LECTURE)

So let's kind of go back to each of these,

11:35

S… Speaker 2 (MARK210 LECTURE)

right? So meetings.

11:37

S… Speaker 2 (MARK210 LECTURE)

Unequal participation.

11:39

S… Speaker 2 (MARK210 LECTURE)

So some people may contribute,

11:41

S… Speaker 2 (MARK210 LECTURE)

some people may not.

11:42

S… Speaker 2 (MARK210 LECTURE)

And for the ones that are not contributing,

11:45

S… Speaker 2 (MARK210 LECTURE)

what's the leader doing to ensure that you get their contribution?

11:49

S… Speaker 2 (MARK210 LECTURE)

Same thing happens with decision making.

11:52

S… Speaker 2 (MARK210 LECTURE)

How do different dominant voices influence

11:57

S… Speaker 1 (MARK210 LECTURE)

outcomes?

11:58

S… Speaker 2 (MARK210 LECTURE)

Because again,

11:59

S… Speaker 2 (MARK210 LECTURE)

there is a diversity of style here.

12:00

S… Speaker 2 (MARK210 LECTURE)

Some people are more vocal,

12:02

S… Speaker 1 (MARK210 LECTURE)

others can't.

12:03

S… Speaker 2 (MARK210 LECTURE)

So the ones that are very dominant,

12:06

S… Speaker 2 (MARK210 LECTURE)

their voices will sometimes influence the decision.

12:09

S… Speaker 2 (MARK210 LECTURE)

And then the person whose voices have not influenced the decision

12:14

S… Speaker 2 (MARK210 LECTURE)

would feel excluded.

12:15

S… Speaker 2 (MARK210 LECTURE)

So here the leader is or the team is not trying to

12:20

S… Speaker 2 (MARK210 LECTURE)

overtly exclude,

12:21

S… Speaker 2 (MARK210 LECTURE)

but it happens inadvertently,

12:24

S… Speaker 2 (MARK210 LECTURE)

right? Because of just the way people communicate.

12:27

S… Speaker 1 (MARK210 LECTURE)

Other very,

12:30

S… Speaker 1 (MARK210 LECTURE)

I would say,

12:34

S… Speaker 2 (MARK210 LECTURE)

dominant form of exclusion pattern that I observed

12:39

S… Speaker 2 (MARK210 LECTURE)

was the informal groups through my career I've seen and it

12:43

S… Speaker 2 (MARK210 LECTURE)

is and it happens across geographies it's just that the

12:47

S… Speaker 1 (MARK210 LECTURE)

kind of informal group

12:50

S… Speaker 1 (MARK210 LECTURE)

could become different,

12:51

S… Speaker 2 (MARK210 LECTURE)

but it happens across the board.

12:54

S… Speaker 2 (MARK210 LECTURE)

I've noticed it across the board because what will happen is again,

12:57

S… Speaker 2 (MARK210 LECTURE)

like you tend to see me give this example of seven -member team because that

13:01

S… Speaker 2 (MARK210 LECTURE)

was a norm we had for a very long time.

13:03

S… Speaker 1 (MARK210 LECTURE)

So again, you know,

13:04

S… Speaker 2 (MARK210 LECTURE)

seven -member team,

13:05

S… Speaker 2 (MARK210 LECTURE)

out of the seven -member team,

13:07

S… Speaker 2 (MARK210 LECTURE)

four members have some kind of a shared passion and

13:11

S… Speaker 2 (MARK210 LECTURE)

they meet informally outside.

13:14

S… Speaker 2 (MARK210 LECTURE)

Right there and an exclusion happens.

13:16

S… Speaker 1 (MARK210 LECTURE)

Let's say they just,

13:17

S… Speaker 1 (MARK210 LECTURE)

you know,

13:18

S… Speaker 1 (MARK210 LECTURE)

they get together every other evening to

13:23

S… Speaker 2 (MARK210 LECTURE)

play a sport that four people enjoy,

13:26

S… Speaker 1 (MARK210 LECTURE)

other three don't.

13:27

S… Speaker 2 (MARK210 LECTURE)

So the three start feeling excluded.

13:29

S… Speaker 2 (MARK210 LECTURE)

And what is worse is if the manager becomes part of that dominant

13:34

S… Speaker 1 (MARK210 LECTURE)

group, right?

13:34

S… Speaker 2 (MARK210 LECTURE)

That becomes worse because let's say the manager also goes

13:38

S… Speaker 2 (MARK210 LECTURE)

and joins the group that plays this particular sport.

13:42

S… Speaker 1 (MARK210 LECTURE)

everybody else will the other three will feel excluded and then

13:48

S… Speaker 1 (MARK210 LECTURE)

see the remote work i think i i mean

13:52

S… Speaker 2 (MARK210 LECTURE)

again i want to say that post covid as

13:56

S… Speaker 2 (MARK210 LECTURE)

remote work and became more and more prevalent,

14:01

S… Speaker 2 (MARK210 LECTURE)

it stopped becoming a method of exclusion

14:05

S… Speaker 2 (MARK210 LECTURE)

to a large extent,

14:06

S… Speaker 2 (MARK210 LECTURE)

but still there.

14:07

S… Speaker 2 (MARK210 LECTURE)

So what would tend to happen is,

14:09

S… Speaker 1 (MARK210 LECTURE)

let's say again,

14:12

S… Speaker 2 (MARK210 LECTURE)

five member leadership team,

14:16

S… Speaker 2 (MARK210 LECTURE)

four people work out of one location.

14:19

S… Speaker 2 (MARK210 LECTURE)

Let's say four people work out of Dubai,

14:21

S… Speaker 2 (MARK210 LECTURE)

one person works out of Madrid.

14:25

S… Speaker 2 (MARK210 LECTURE)

That one person who's out of Madrid may not be visible

14:30

S… Speaker 2 (MARK210 LECTURE)

in front of the team members and the manager all the time.

14:33

S… Speaker 1 (MARK210 LECTURE)

So there again,

14:34

S… Speaker 2 (MARK210 LECTURE)

like, you know, that informal connection does not happen.

14:38

S… Speaker 2 (MARK210 LECTURE)

And when that informal connection does not happen,

14:41

S… Speaker 1 (MARK210 LECTURE)

that again,

14:42

S… Speaker 2 (MARK210 LECTURE)

there is an exclusion that tends to happen for this particular individual who is

14:46

S… Speaker 1 (MARK210 LECTURE)

remote.

14:47

S… Speaker 1 (MARK210 LECTURE)

And I think when,

14:49

S… Speaker 2 (MARK210 LECTURE)

and of course I'm just trying,

14:52

S… Speaker 2 (MARK210 LECTURE)

maybe some of you lived through this during COVID

14:56

S… Speaker 2 (MARK210 LECTURE)

when we suddenly went to remote learning,

14:58

S… Speaker 1 (MARK210 LECTURE)

you would have noticed.

15:00

S… Speaker 2 (MARK210 LECTURE)

how your professors and teachers were trying to get you to

15:04

S… Speaker 2 (MARK210 LECTURE)

interact right even in that remote setting because

15:08

S… Speaker 2 (MARK210 LECTURE)

that was required for all of you to come together because because

15:12

S… Speaker 2 (MARK210 LECTURE)

without that again

15:15

S… Speaker 2 (MARK210 LECTURE)

exclusion would have happened even in in your setup and many and i do feel

15:19

S… Speaker 2 (MARK210 LECTURE)

that uh students and this is kind of just an insight

15:24

S… Speaker 2 (MARK210 LECTURE)

that students who kind of went into like

15:28

S… Speaker 2 (MARK210 LECTURE)

let's say somebody who started university in 2020 or

15:32

S… Speaker 2 (MARK210 LECTURE)

2021 right so the the whole the their their

15:37

S… Speaker 2 (MARK210 LECTURE)

experience with their students

15:42

S… Speaker 2 (MARK210 LECTURE)

or their colleagues was is was very different because

15:46

S… Speaker 2 (MARK210 LECTURE)

They were not able to kind of build those social connections.

15:50

S… Speaker 2 (MARK210 LECTURE)

And sometimes those social connections are equally important to create a

15:54

S… Speaker 2 (MARK210 LECTURE)

sense of inclusion.

15:55

S… Speaker 1 (MARK210 LECTURE)

So

16:03

S… Speaker 2 (MARK210 LECTURE)

we'll do a quick activity.

16:05

S… Speaker 2 (MARK210 LECTURE)

And what I would need you to do,

16:09

S… Speaker 2 (MARK210 LECTURE)

I have a few scenarios.

16:10

S… Speaker 2 (MARK210 LECTURE)

And you can feel free to participate like,

16:14

S… Speaker 2 (MARK210 LECTURE)

you know, on chat or you want to kind of just unmute yourself.

16:21

S… Speaker 2 (MARK210 LECTURE)

and share your comments.

16:24

S… Speaker 1 (MARK210 LECTURE)

So scenario

16:28

S… Speaker 2 (MARK210 LECTURE)

one,

16:29

S… Speaker 1 (MARK210 LECTURE)

scenario one,

16:40

S… Speaker 2 (MARK210 LECTURE)

a team member remains silent.

16:42

S… Speaker 2 (MARK210 LECTURE)

So what does this behavior mean?

16:44

S… Speaker 2 (MARK210 LECTURE)

So I would want you to kind of share your responses.

16:48

S… Speaker 2 (MARK210 LECTURE)

A team member remains silent after a manager asks for

16:53

S… Speaker 1 (MARK210 LECTURE)

feedback.

16:53

S… Speaker 1 (MARK210 LECTURE)

What does that

16:57

S… Speaker 2 (MARK210 LECTURE)

really mean?

16:59

S… Speaker 1 (MARK210 LECTURE)

Feel free to like,

17:01

S… Speaker 2 (MARK210 LECTURE)

you know, unmute or you can put it in your chat window.

17:09

S… Speaker 1 (MARK210 LECTURE)

We have something in the chat window.

17:11

S… Speaker 1 (MARK210 LECTURE)

The team member might feel hesitant to challenge a manager

17:15

S… Speaker 1 (MARK210 LECTURE)

due to cultural differences in power.

17:17

S… Speaker 1 (MARK210 LECTURE)

Yep.

17:18

S… Speaker 1 (MARK210 LECTURE)

Then intimidated.

17:20

S… Speaker 1 (MARK210 LECTURE)

Mm -hmm.

17:21

S… Speaker 1 (MARK210 LECTURE)

High power distance.

17:23

S… Speaker 1 (MARK210 LECTURE)

Yep.

17:25

S… Speaker 1 (MARK210 LECTURE)

Okay.

17:27

S… Speaker 1 (MARK210 LECTURE)

Let's see.

17:27

S… Speaker 1 (MARK210 LECTURE)

Let's look at what more responses come in.

17:30

S… Speaker 1 (MARK210 LECTURE)

Yeah.

17:32

S… Speaker 2 (MARK210 LECTURE)

Can I ask a question?

17:35

S… Speaker 1 (MARK210 LECTURE)

Yes,

17:35

S… Speaker 2 (MARK210 LECTURE)

please. Go ahead,

17:36

S… Speaker 1 (MARK210 LECTURE)

Aishan.

17:37

S… Speaker 1 (MARK210 LECTURE)

So I was wondering where the sense of intimidation stems

17:41

S… Speaker 1 (MARK210 LECTURE)

from aside from high power distance in a cultural setting.

17:45

S… Speaker 1 (MARK210 LECTURE)

So,

17:46

S… Speaker 1 (MARK210 LECTURE)

for example,

17:47

S… Speaker 1 (MARK210 LECTURE)

if it's a one -on -one feedback session and the manager asks the

17:51

S… Speaker 1 (MARK210 LECTURE)

employee to give them a feedback on the manager's performance.

17:54

S… Speaker 1 (MARK210 LECTURE)

So this might be a mandated thing from the organization,

17:58

S… Speaker 1 (MARK210 LECTURE)

but employees may feel hesitant on speaking up even

18:02

S… Speaker 1 (MARK210 LECTURE)

if there's negative feedback.

18:04

S… Speaker 1 (MARK210 LECTURE)

So how would that play in with the situation?

18:08

S… Speaker 2 (MARK210 LECTURE)

So I think,

18:09

S… Speaker 2 (MARK210 LECTURE)

see, it's,

18:10

S… Speaker 2 (MARK210 LECTURE)

see,

18:11

S… Speaker 2 (MARK210 LECTURE)

why would somebody,

18:12

S… Speaker 2 (MARK210 LECTURE)

I think the question you asked really is,

18:14

S… Speaker 2 (MARK210 LECTURE)

why would somebody be hesitant and why would somebody not be comfortable

18:18

S… Speaker 2 (MARK210 LECTURE)

just speaking up,

18:19

S… Speaker 2 (MARK210 LECTURE)

right? So one,

18:20

S… Speaker 2 (MARK210 LECTURE)

of course, is your own,

18:22

S… Speaker 2 (MARK210 LECTURE)

I would say,

18:24

S… Speaker 2 (MARK210 LECTURE)

your own mindset,

18:26

S… Speaker 1 (MARK210 LECTURE)

right?

18:26

S… Speaker 2 (MARK210 LECTURE)

And it's like,

18:27

S… Speaker 2 (MARK210 LECTURE)

how have you been?

18:30

S… Speaker 2 (MARK210 LECTURE)

trained in your life right are you comfortable like you know giving that feedback

18:34

S… Speaker 2 (MARK210 LECTURE)

so there is that comfort level that comes in uh which is your own personal

18:39

S… Speaker 2 (MARK210 LECTURE)

comfort then there is a comfort from the organization setup then

18:43

S… Speaker 2 (MARK210 LECTURE)

there is there's a third comfort level that comes from the manager herself

18:47

S… Speaker 2 (MARK210 LECTURE)

or himself right so i and i want to talk about the last one so let's

18:51

S… Speaker 2 (MARK210 LECTURE)

say the first time a manager asks you for feedback

18:55

S… Speaker 2 (MARK210 LECTURE)

And you give some feedback and most likely,

18:58

S… Speaker 2 (MARK210 LECTURE)

you know, I've seen and I'm going by my experience.

19:00

S… Speaker 2 (MARK210 LECTURE)

I may not give,

19:01

S… Speaker 2 (MARK210 LECTURE)

I may not like if say like,

19:04

S… Speaker 2 (MARK210 LECTURE)

you know,

19:04

S… Speaker 2 (MARK210 LECTURE)

in a, in a continuum,

19:06

S… Speaker 2 (MARK210 LECTURE)

like on a scale of one to five,

19:07

S… Speaker 2 (MARK210 LECTURE)

if I want to give some,

19:08

S… Speaker 2 (MARK210 LECTURE)

the manager of feedback that,

19:10

S… Speaker 2 (MARK210 LECTURE)

you know, let's say there.

19:14

S… Speaker 2 (MARK210 LECTURE)

decision -making skills,

19:15

S… Speaker 2 (MARK210 LECTURE)

right? The decision -making skills,

19:17

S… Speaker 2 (MARK210 LECTURE)

the scale of one to five,

19:18

S… Speaker 2 (MARK210 LECTURE)

one being the lowest,

19:19

S… Speaker 2 (MARK210 LECTURE)

five being the highest.

19:20

S… Speaker 2 (MARK210 LECTURE)

If I feel that decision -making is at a one,

19:23

S… Speaker 2 (MARK210 LECTURE)

most likely I'll tell them a four,

19:25

S… Speaker 2 (MARK210 LECTURE)

right? Or a three.

19:26

S… Speaker 2 (MARK210 LECTURE)

I may not be so forthright about

19:30

S… Speaker 2 (MARK210 LECTURE)

sharing my feedback,

19:31

S… Speaker 2 (MARK210 LECTURE)

but I'm in my head,

19:33

S… Speaker 2 (MARK210 LECTURE)

I'm actually assessing how is my manager responding to that,

19:37

S… Speaker 1 (MARK210 LECTURE)

right?

19:37

S… Speaker 2 (MARK210 LECTURE)

So if the manager actually takes the feedback well,

19:42

S… Speaker 2 (MARK210 LECTURE)

The next time the manager asks me,

19:44

S… Speaker 2 (MARK210 LECTURE)

I'll be more forthright.

19:46

S… Speaker 2 (MARK210 LECTURE)

So the manager kind of,

19:47

S… Speaker 2 (MARK210 LECTURE)

you know, they are themselves and this is the aspect like and I want you to understand

19:51

S… Speaker 2 (MARK210 LECTURE)

both from the manager's perspective as well as from the employee's perspective because

19:56

S… Speaker 2 (MARK210 LECTURE)

both will help you,

19:57

S… Speaker 1 (MARK210 LECTURE)

right?

19:57

S… Speaker 2 (MARK210 LECTURE)

So from a manager's perspective,

20:00

S… Speaker 1 (MARK210 LECTURE)

that they create or how they respond to their first feedback will

20:04

S… Speaker 1 (MARK210 LECTURE)

create that comfort feel that tomorrow you may you will give them

20:08

S… Speaker 1 (MARK210 LECTURE)

you will be more open about the feedback but let's say the manager even with that little

20:12

S… Speaker 1 (MARK210 LECTURE)

bit of feedback that you give them if they don't deal with it properly

20:17

S… Speaker 1 (MARK210 LECTURE)

right let's say they kind of become defensive you're not going to open up next time right

20:21

S… Speaker 1 (MARK210 LECTURE)

so you're not so it's it kind of a lot of factors play in there but

20:25

S… Speaker 1 (MARK210 LECTURE)

yeah it's also about how

20:28

S… Speaker 1 (MARK210 LECTURE)

Somebody takes that feedback when you give them the first time.

20:32

S… Speaker 3 (MARK210 LECTURE)

So also during class,

20:34

S… Speaker 3 (MARK210 LECTURE)

we talk a lot about responsible leadership.

20:36

S… Speaker 3 (MARK210 LECTURE)

But I also want to bring up one fact where it's really emphasized

20:40

S… Speaker 3 (MARK210 LECTURE)

for,

20:41

S… Speaker 3 (MARK210 LECTURE)

you know,

20:42

S… Speaker 3 (MARK210 LECTURE)

global managers to have CQ along with EQ.

20:46

S… Speaker 3 (MARK210 LECTURE)

So CQ is cultural intelligence.

20:48

S… Speaker 3 (MARK210 LECTURE)

And in that terms,

20:50

S… Speaker 3 (MARK210 LECTURE)

what if the other person in front of you isn't on the same cultural

20:54

S… Speaker 3 (MARK210 LECTURE)

intelligence or EQ level as you?

20:56

S… Speaker 3 (MARK210 LECTURE)

I think in terms of that,

20:57

S… Speaker 3 (MARK210 LECTURE)

we must be patient.

20:59

S… Speaker 3 (MARK210 LECTURE)

But at the same time,

21:00

S… Speaker 3 (MARK210 LECTURE)

in an organizational context where you expect a level of

21:04

S… Speaker 3 (MARK210 LECTURE)

standard from everyone.

21:06

S… Speaker 3 (MARK210 LECTURE)

So how would we deal with

21:10

S… Speaker 3 (MARK210 LECTURE)

that situation?

21:11

S… Speaker 1 (MARK210 LECTURE)

Yeah,

21:12

S… Speaker 1 (MARK210 LECTURE)

see, I think,

21:13

S… Speaker 1 (MARK210 LECTURE)

see, there is one of the ways organizations

21:17

S… Speaker 1 (MARK210 LECTURE)

deal with it,

21:18

S… Speaker 1 (MARK210 LECTURE)

that there is an organizational culture also that's defined.

21:23

S… Speaker 1 (MARK210 LECTURE)

So it's like,

21:24

S… Speaker 1 (MARK210 LECTURE)

again,

21:25

S… Speaker 1 (MARK210 LECTURE)

if I draw on my own experiences,

21:27

S… Speaker 1 (MARK210 LECTURE)

Microsoft,

21:28

S… Speaker 1 (MARK210 LECTURE)

one of the clear tenets of Microsoft was inclusion.

21:31

S… Speaker 1 (MARK210 LECTURE)

Inclusion was a pillar of Microsoft's culture.

21:34

S… Speaker 1 (MARK210 LECTURE)

I shouldn't say was.

21:34

S… Speaker 1 (MARK210 LECTURE)

It's a pillar of Microsoft's culture.

21:36

S… Speaker 1 (MARK210 LECTURE)

I don't work with Microsoft now.

21:38

S… Speaker 1 (MARK210 LECTURE)

So there,

21:40

S… Speaker 1 (MARK210 LECTURE)

what used to happen was we would have so many workshops or

21:44

S… Speaker 1 (MARK210 LECTURE)

let's say an employee,

21:45

S… Speaker 1 (MARK210 LECTURE)

when a new employee joins the company,

21:47

S… Speaker 1 (MARK210 LECTURE)

they are...

21:51

S… Speaker 1 (MARK210 LECTURE)

Through the orientation program,

21:53

S… Speaker 1 (MARK210 LECTURE)

we would kind of teach people that this is what's expected behavior within

21:57

S… Speaker 1 (MARK210 LECTURE)

the company.

21:58

S… Speaker 1 (MARK210 LECTURE)

Now, magically,

21:59

S… Speaker 1 (MARK210 LECTURE)

people are not going to change overnight,

22:00

S… Speaker 1 (MARK210 LECTURE)

right? So then that's when the conflict inside the human comes in,

22:04

S… Speaker 1 (MARK210 LECTURE)

right? So there is an organizational culture.

22:06

S… Speaker 1 (MARK210 LECTURE)

And then there's your own culture of whatever culture that you have

MARK210 LECTURE

Ringkasan

Tanyakan AI Tentang Transcript Ini