The Diversity Consultant

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来自 University of Virginia 的课程

Ethical Leadership Through Giving Voice to Values

36 个评分

University of Virginia

Ethical Leadership Through Giving Voice to Values

36 个评分

This course offers an action-oriented introduction to Giving Voice to Values (or GVV), an exciting new approach to values-driven leadership development in the workplace, in business education and in life. GVV is not about persuading people to be more ethical, but instead it starts from the premise that most of us already want to act on our values, but that we also want to feel that we have a reasonable chance of doing so effectively. Through positive, real life examples, pre-scripting, rehearsal and peer coaching, GVV builds the skill, the confidence and likelihood that we will act on our values more often and more successfully. Based on research and practice, with over 1,000 pilots in educational settings and companies on all seven continents, GVV helps answer the questions: “What if I were going to act on my values? What would I say and do? How could I be most effective?” You will come away from this course with an expanded toolkit, as well as practice, in a variety of methods and techniques for voicing and enacting your own values and principles. You will develop and practice leadership skills in "peer coaching” with other learners. Through cases and stories based on recognizable workplace, classroom and life values conflicts, you will apply the GVV techniques and “re-frames”, expanding your repertoire for possible action as well as identifying and rehearsing responses that are likely to be most effective. Through this practice, you will gain greater confidence and competence in voicing and enacting your values effectively.

从本节课中

Recognizing and Learning From Your Success and Failures

What are some of your own individual successes and failures at effectively voicing and acting on your values? What conditions made it easier for you to speak and act, and which conditions made it more difficult? We will spend week two of the course recognizing and reflecting on your responses to these questions so that you can gain some insights into your own strengths, abilities, and personal styles that empower you to act on your values. You'll do so by continuing to explore the pillars of GVV by taking an in depth look at Choice, Normalization, and Self-Knowledge and Alignment. Often people do not act on their values because they felt as though they had no choice. We learn that we often have more options than we believe we do. The Normalization pillar helps us perceive values conflicts as a normal everyday part of our lives. The Self-Knowledge and Alignment pillar helps us understand how to identify and use our strengths and abilities to effectively act on our values. Finally, we will hear a story about Ceilia and how she framed a challenge that played to her strengths to address a values conflict in her work. By the end of this module, you'll be able to identify and consider your own strengths and preferences for values expression in your career and your broader life.

The Diversity Consultant5:14

The Diversity Consultant: What Happened?3:42

Reconsidering Your Starting Assumptions5:41

与讲师见面

Mary Gentile
Creator/Director, Giving Voice To Values and Professor of Practice
Darden School of Business

So welcome back.

People often think that they can only act on their values and

voice their values if they're a certain kind of person.

And one of the things that we try and give you a chance to think about in the giving

voice to values curriculum is how to play to your own personal style and strengths.

So I want to tell you a story now about Cecilia, a management consultant,

and an experience she had.

So Cecilia was a consultant who got a pretty exciting

assignment working with a large technology development and consulting firm.

And this firm asked her to come in and do a set of interviews and some research and

analysis.

Because they were concerned that their workforce was predominately white,

male, and of a certain age range.

And they were worried and concerned about, why don't we hire and

promote a more diverse workforce?

And so they asked her to come in and help them understand this.

And she was going to do that by interviewing a group of middle and

very senior level managers to try and

understand a little bit better about what went on in this organization.

So one of her first interviews was with a very senior manager in the firm.

And he was clearly not happy to be spending time with her that day.

He felt that it was an interruption in his day, he felt it was a waste of time.

It was a very transactional culture, and time was money, and

he felt like he's not going to gain anything from this conversation.

And so he was not that welcoming, but Cecilia dived in anyway.

She was used to this kind of response when you have these conversations.

And she started with some easy questions, just asking him about how large his team

was, and how he typically went about recruiting, and what their tasks were.

And then she got to the demographics questions.

And she asked him to share the makeup of his team,

which was, of course, pretty much all white male of a certain age range.

And she then asked him, well, so why do you think that's true?

Why do you think it's not a more diverse group?

And that was the point where he suddenly became engaged and even triggered.

And he leaned forward in his chair, and his face got more stern, and

he started to speak in a more agitated way.

He was in the conversation now, and he basically said, this is just nuts.

He said, the organization pressures us to have a more diverse workforce.

But, he said, a few years ago,

I hired the first African-American male at a very senior level in my organization.

And he didn't work out, and

I had to let him go, and I have been paying a price ever since.

And then the organization comes in and

sends you to talk to me about why I don't have a more diverse workforce.

He said, it's really rather hypocritical.

So Cecelia kind of sat back in her chair, she was a little bit flummoxed.

And she knew intellectually what kind of responses she might give to all

the assumptions that were embedded in the statements that this manager just made.

For example, if you hired a white male who didn't work out, and

you had to let him go, would you never hire another white male?

And are you sure that this individual received the kind of onboarding and

training that everyone else did?

Are you sure that his performance was evaluated fairly?

But she had the feeling that this manager was the kind of person that if she started

arguing with him, or even just offering alternative interpretations,

that he was going to view that as an argument.

And that he was going to come right back at her in an argumentative and

a conflictual way.

And he was somebody who who liked to engage in that way, and Cecilia was not.

Cecilia was a more introverted person.

She was someone who was more comfortable with dialogue,

with a learning conversation, with asking questions.

And so she felt that not only would she not be comfortable, but

she really wasn't sure that it would be effective with him.

She was tempted to simply withdraw, but she felt, the values that she cared about,

she was committed to diversity and to effective and fair management.

Really, the values she cared about meant that she really should try and

have an impact here.

But she wasn't sure what she could say and do that was going to communicate with this

individual who clearly had his walls up and was very convinced that

he'd paid this negative price for trying to diversify his workforce.

So she paused, trying to figure out what to do.

Let me invite you to take a minute,

if you were in Cecilia's shoes, what might you say and do at this moment?

If you truly cared about these issues and you wanted to have a positive impact,

what would be the most likely effective thing that you could say and do?

And especially if you had the kind of personality that Cecilia did,

which was more quiet,

more of a dialogue and questioning person than a debater.

What do you think she could say and do to be effective?

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