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What You Measure is What You Value

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What does it mean to Measure Diversity and Inclusion?

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What You Measure is What You Value

  1. 1. What you measure is what you value ROI, assessment, and other human follies Jess Mitchell Sr. Mgr. Research + Design Inclusive Design Research Centre OCAD University @jesshmitchell Kevin Stolarick Visiting Researcher, IDRC Provocateur Research + Innovation OCAD University @stolarick previous: Alternative Methods for Measuring Payback for your D&I Program now: Alternative Methods for Understanding Impact for your D&I Organization Attribution CC BY
  2. 2. what you measure is what you value
  3. 3. profit demographic diversity retention quarterly and annual growth loyalty What you measure is what you value
  4. 4. what you measure is what you value how you measure it is your bias
  5. 5. Data is not a mountain stream https://www.publicdomainpictures.net/en/view-image.php?image=8038&picture=mountain-stream-2
  6. 6. Nothing is neutral
  7. 7. We err (often)
  8. 8. human errors • we still mix up correlation and causation • we assume people who are good at one thing are good at other, unrelated things • we think tall people are better… • we culturally value extroverts over introverts • we prefer people we have met before • we think if you stay long enough you = manager
  9. 9. Conundrum KPIs and rubrics tell us: Adherence to the rule is success; deviation from the rule is failure.
  10. 10. Numbers vs. People Numbers Centered research Human Centered Research Statistical results Inspirational stories Limited to a set of questions Freedom to explore through dialogue Reported life Real life Second hand information First hand information Out of context In Context Hear about issues See issues Market defined by segment Person describes themselves Actions or attitudes logges Emotions and aspirations explored Validate direction and limit focus Explore possibilities
  11. 11. Wealthsimple
  12. 12. Gapminder
  13. 13. Goalkeepers
  14. 14. Domain Misconceptions & Ruts Paradigm Shift Building on the Old with the New Assessment We can articulate KPIs and develop a rubric that will show us gaps, successes, and areas for improvement. Executives can look at that and know everything they need to know. •Require responsive system in quickly changing context with undefined and expanding scope •Functions are entangled and interdependent •Need built-in ability to incorporate early trial, error and feedback by users and iteratively respond to this: feedforward •Be flexible and porous •Create conditions for growth, new uses and connections •How diverse is our team composition? •How open are we to changing and iterating our work particularly when it’s close to “completion”? •How often do we consult and communicate with others? •How do we involve end users in our process? •How do we prepare for unpredictable uses?
  15. 15. Domain Misconceptions & Ruts Paradigm Shift Building on the Old with the New Project Management • The roadmap can be predicted and controlled • We can know the problem and create a solution • Can be solved in a standard, linear manner • We can predict requirements • There is an end point when the project is complete and we have succeeded • Adaptive Management approach • Requires ongoing transparent communication • Emergent systems cannot be *known* and planned in the same way • “Success” continues to evolve and change • How often do we revisit our requirement list to ensure it is still relevant to user needs and context? • How flexible are we in changing direction and redefining our goals? • How do we ensure our project’s output remains flexible over time? Timing • Emergence is a quick process - just a state change not an evolving one • Emergence will happen through use and feedback and adjustments • How do we enable users to connect to other stakeholders across the system? Users • Working from deficit model of disabilities • We can create persona categories that represent most of the possible end users - they have static needs • The only end users are people with disabilities • The system is built from a perspective of inclusion and one-size-fits-one • This ecosystem is built to empower users and break down barriers to access -- regardless of user ability or disability • Personae are meant to help model the range of behaviours, not represent full demographics of complex and unique people • How did we identify who our users are? • How did we ensure users at the margin could use our product/services? • Which problems are we trying to solve for our users? • How does our product stand out in solving those problems? • How are we planning to integrate user feedback in our work?
  16. 16. Domain Misconceptions & Ruts Paradigm Shift Building on the Old with the New Design Inclusive design isn’t necessary or important -- it’s the touchy/feely stuff Inclusive Design is design that is built upon common design practices with additional principles, practices, and tools used for the benefit of all end-users. It’s better design. We are designing for diversity, inclusive design is needed to design for diversity not the mass How do we enable users to more easily see, hear, understand and interact with our product/service? How do we make it easier for users to access our product/service on different devices and platforms? How do we help users more easily adapt our product/service and maintain it? How do we make sure our product and service is relevant to user’s context and their available local resources? How do we enable users to make an informed decision when selecting our product/service? Economic Accommodations represent all new costs, but not investments Prosperity is monolithic We need “full social costing” showing macro and long-term impact of investment Prosperity is not just measured as “more money in my pocket” Prosperity should happen (and be measured) at the “micro” and “macro” levels Costing models need to incorporate collective costs taking into account sharing and collective production What are the contextual factors that impact our product/service? How can we use these factors in our benefit? Besides our intended audience, who else can benefit from our product/service?
  17. 17. Domain Misconceptions & Ruts Paradigm Shift Building on the Old with the New Architectural We can engineer a fix - technology can solve it all and we are smart people who know what is best We are dependent on all users for iterative refinement This needs to be self-healing, self- correcting, and self-refining How do we enable users to provide us with feedback? How are we planning on collecting and integrating user feedback in our work? How are we planning on communicating our project’s updates and new features with end users? Market The sustainable business model is just “details” that someone else can work out There can just be one business model that will work Business model is more than just payment systems Solutions need to adapt to users and user context and evolve over time How did we identify which business model works best for our project? How does this business model enable users to access our product/service and adapt it? What are our projected revenue streams? What are our expected costs? How could we increase profit? and lower cost? How could we increase market size/share?
  18. 18. Whose rules? Adherence to the rule is success; deviation from the rule is failure. Who is making the rules? Are the rules revisited as culture, humans, the economy, health, the environment change? Do the rules flex for edge or special cases that they don’t fit?
  19. 19. Have rules ever limited you? Adherence to the rule is success; deviation from the rule is failure. Only Sr. Managers can make that decision No exceptions You must report on your department’s success using these measures Only English speakers can learn from this material
  20. 20. 8 areas earmarked in the EUs 2020 Disability Strategy Goals 1. Accessibility: make goods and services accessible to people with disabilities and promote the market of assistive devices. 2. Participation: ensure that people with disabilities enjoy all benefits of EU citizenship; remove barriers to equal participation in public life and leisure activities; promote the provision of quality community-based services. 3. Equality: combat discrimination based on disability and promote equal opportunities. 4. Employment: raise significantly the share of persons with disabilities working in the open labour market. 5. Education and training: promote inclusive education and lifelong learning for students and pupils with disabilities. 6. Social protection: promote decent living conditions, combat poverty and social exclusion. 7. Health: promote equal access to health services and related facilities. 8. External action: promote the rights of people with disabilities in the EU enlargement and international development programmes.
  21. 21. Strong leaders teach the hard stuff.- Vala Afshar @ValaAfshar sense of urgency critical thinking creativity customer empathy team commitment humility unselfish giving judgement grace and dignity positivity optimism bias towards results active listening do you measure?
  22. 22. we can see your ‘wokeness’ Where D+I is in HR D+I in HR and in some departments D+I celebrated + there is an ally program D+I embedded in every aspect of the company — inextricable What D+I happens as events D+I events + voluntary workshops D+I mandatory training D+I in JDs, hiring practices, onboarding, training, continuous How much? D+I measured as demographic data D+I moves beyond token D+I is diving into diversity of thought, experience, e.g. D+I is measured as full self “wokeness scale”
  23. 23. we can see your ‘wokeness’
  24. 24. https://www2.deloitte.com/.../dam/.../deloitte-au-hc-diversity-inclusion-soup-0513.pdf
  25. 25. Employment & Education United States - $283B USD Europe - 186B Euro Ontario - $5B CAD
  26. 26. China’s disability ‘market’ - 1.3 billion people - $1.2 trillion annual disposable income Friends and Family - 2.3 billion consumers Together they represent over $8 trillion in annual disposable income. Rich Donovan http://www.rod-group.com/
  27. 27. Thinking Activity • What do you measure? • And why?