Just as a space mission is unable to launch (and successfully return) without the integrity of all its complex components working in concert, neither can the team enabling it create the innovation required, if its own ‘components’ are not working in concert.
Whilst we’ve long recognised the importance of diverse teams to create innovation, the role inclusion plays, has been less well understood.
Whilst not rocket science (in the space sense anyway), the dynamics of high performance teams have long been something of a mystery akin to a black hole. Micro technology has finally thrown a light on these micro-mechanics with a team from the Behavioural Insights Lab at MIT, confirming what it takes to create consistently, high performing teams focussed on innovation.
In the diagram below we have a high performing team and a lower performing team.
The difference between the 2 is several fold:
The diversity of the team’s ‘brains trust’ (by virtue of their different identities, experiences, knowledge), means they have significant potential to bring creative ideas to any new challenge.
The strength and frequency of the communication links between team members, impacts their relative influence and information shared in decision making.
o This is actually a picture of what inclusion (or exclusion) looks like in a team.
What do you notice about the diversity vs. homogeneity of views and voices in the 2 teams?
o Whose views and voices are being heard?
o Whose are being amplified, diminished or silenced?
o What impact might that have on discussions and decisions in the teams?
What do you notice about the consistency and strength of communication and connection ‘webs’ between the teams?
o Who is being included?
o Who is being excluded?
o What impact might that have on coordination and collaboration in this team?
We know the views and voices that are amplified, diminished or silenced is based on the degree of respect they are afforded by other team members.
Respect is the 1st critical dimension of inclusion, and 17.9x stronger than other typical dimensions in predicting how people rate their organisation’s culture. Interestingly another significant predictor of culture is how team members speak about people from under-represented groups eg. gender non-binary, cultural minorities etc…
So we shouldn’t be surprised by Australia’s recent focus on Respect @ Work, particularly in response to the growing concern and changing social expectations about the treatment of women. Several reports, including the Australian Government’s Pathway to Diversity in STEM, have confirmed it isn’t just women who experience high rates of disrespect at work, however. Although often under-reported in organisations, minority groups are at higher risk of bullying, harassment and discrimination. It’s also important we recognise the unique risk of our First Nations’ peoples, with 59% experiencing a lack of safety at work, a figure which has increased since The Referendum.
Consequently, legislation now requires organisations to take proactive steps to protect their people from physically, psychosocially and culturally unsafe workplaces. A significant concern in male dominated industries in particular, both direct and opportunity costs are in the billions each year, which means organisations which ignore their obligations, are not just running significant risk to their reputation and bottom line, they are also missing out on the significant value, safe, respectful and inclusive cultures consistently create.
It’s not by accident ASDA’s 1st of 6 values is respect. If you would like assistance in benchmarking your organisation’s culture, or doing an audit of your current legislative compliance, please reach out to our helpful team. Now is a good time to ensure your leaders and team members understand not just their legal responsibilities, but also the literal handful of behaviours which are the lifeblood of innovation.
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