Diversity: it’s a good thing
Technological companies are often considered to be open and prospective companies capable of adapting and quickly traveling in innovations. Indeed, many work as autonomous sets of creative teams, with little formal management to hinder their progress.
However, there is a crisis that boils in technological culture which often derails such an innovative spirit. In other words, they tend towards “Bro Cultures”, closing points of view and the more diverse possibilities of innovation.
In his latest book, Restart technological cultureSuch Whitney provides an edifying history of the way technological companies are often derailed with such closed crops or even pride. It is important that traditional companies – many of which become or seek to become full -fledged technological companies – include the “goats” of the pursuit of a technological culture which closely reflects Silicon Valley.
Whitney, a veteran of the Silicon Valley startup herself and co-founder of the celebration of Grace Hopper of women in computer science, says that technology has long been a culture problem-it is always dominated by white men, who tend to shape the data and ideas provided by machines and software. “As technological companies are developing, their processes and hierarchies tighten, limiting the freedom to experience or bring new ideas to the table.” Observes Whitney. They are also subject to “the archetype of solitary engineering”.
“Most business leaders do not doubt the value of an inclusive culture.” However, “the hard truth is that most leaders do not want to fundamentally change their workplaces”.
To overcome this, Whitney urges managers to take positive measures to promote respect, manage conflicts and develop the skills of employees early and often, to promote greater diversity of thought and innovation. Above all, this is not an HR challenge – each executive, director and team leader can take relatively simple measures to open their organizations:
- Share your business vision. “Talk regularly about the impact of your products on the market and around the world. Discuss the importance of the mission with candidates and new employees. ”
- Clearly articulate success. This includes “the problems that must be resolved to accomplish the mission. Frequently reminds your team what success looks like. Regularly highlight the opportunities and the excitement of doing something that has never been done. ”
- Be an example. “Demonstrate with your behavior how the ideas are listened to, disputed and postponed. Regularly switch to the revision of your reflection processes on the development of products and the evolution of ideas. ”
- Do not hesitate to challenge conflicts. “Communicate that negative, aggressive and disrespectful behaviors are not tolerated, rather, respect respect. Call micro-aggressions and aggressive behaviors. “
- Actively invite everyone to share ideas. All voices must be heard. “Host of forums, hackathons and discussion sessions so that employees have new and new prospects and discuss new products and new functional ideas.”
- Make sure that there is a various group of role models for employees. This can be encouraged by sending “employees to conferences, local meetings or virtual events where they could meet models. Sovify staff advice to external events they would like to attend. ”
- Beware of traditional methods that are considered sacrosanvy. “Determine the hypotheses of” how things are done “. Regularly assess the success of your processes and consider alternatives.
- Question the traditional views of success. “Revaluate the preconceived concepts of your organization on what talents and high potentials look like. Consider the features and behaviors you are looking for in employees could exclude the talents of certain groups. ”