Top 10 Courses on D&I Organization Should Sign up For

“You can’t handle the truth…son, we live in a world that has walls,” these biased and angry words of an under-trial Jack Nicholson in a 1992-flick, starring Tom Cruise (Lt Danielle Kaffee) as the lone crusader, find an echo even today.

As you fumble through the archives of your mind for the movie name, perhaps you will also care to notice the phrasing of the words. The movie name will be revealed to the few good men, women, or transgenders, who read through this essay on Diversity and Inclusion (D&I). We honor and salute their patience and willingness to engage and wrestle with one of the most pressing concerns of our times.

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We live in a world that, for time immemorial, has erected walls to keep out D&I. The answer to the WHY was pure survival instinct for the first few thousand years of our existence. For the past five centuries or so, the wall has been used to prevent the entry of people different and diverse from us. The D&I wall is still in place to stall the inclusion of ‘more than necessary people’ on our table.

In today’s connected and globalized world, however, D&I has evolved from something humans needed to avoid to live, to a pressing need in the other direction.

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It is today a real must-have for organizations that want to grow, expand and actualize their business potential. For anybody in a leadership position in any organization anywhere in the world, getting rid of these walls against D&I has to be the top priority. At the very least, top management and senior managers have to ensure that the good does not get blocked out with the bad. D&I should need no convincing to top-draw managers, who like to do business with fairness, and a keen sense of ethics.

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If the wall of differences is not a priority, then, sooner or later, business leaders will find their enterprise floundering away. Their stance and commitment to D&I is one of the many factors that customers, regulators, vendors et al are using as a decision-making variable today. Over time, it will be hard to imagine any organization of any scale making do without including D&I as part of their business plan. Opportunities will be hard to find for businesses that, willingly or unwittingly, fail to value D&I.

Our Top 10 Course on D&I is designed to sensitize your workforce to embrace Diversity. The trainer can download this comprehensive presentation deck to get the most well-researched content, fortified with impactful designs to deliver a powerful training experience.

As a Top 10 Course on D&I for every global organization, we offer detailed presentations on topics that have a direct and deep bearing on how you view the issue. The comprehensive course — with training material included — is also the most credible, relevant resource available online to a query on how to conduct D&I training.

You can customize this Top 10 Course content, and may pick-and-choose Training Modules to purchase according to your unique choice, need, or curriculum requirement. Each of the Training Modules is independent, self-contained, and comprehensive by itself. These are:

Serial No.	Name of Training Module
Training Module I	Bias Acknowledgement
Training Module II	Stereotype, Prejudice, and Discrimination
Training Module III	Types of biases
Training Module IV	Reasons behind bias formation
Training Module V	Understanding DIBE (Diversity, Inclusion, Belonging and Equity)
Training Module VI	Lack of D&I practices and their short-term impact on business
Training Module VII	Lack of D&I practices and their long-term impact on business
Training Module VIII	Impact of good D&I practices on business
Training Module IX	D&I Policy for Inclusive Leadership
Training Module X	D&I Policies for Employees and Diversity Council

All training modules end with three key indicators to assess trainees’ involvement in the entire training process. These are:

Key Takeaways
Let’s Discuss
Let’s Test What We Have Learnt

D&I: Working on beliefs, attitudes, and behavior

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Bias acknowledgment is actually a key facet that Nicholson (whose explosive verbal volley on walls of exclusion) got this piece going, might have never ever heard of. The tragedy is he is not alone in this trait; the majority among us fail to acknowledge biases that actually necessitate the study of D&I.

We want your business, however, to survive, thrive, and go on to achieve greater heights.

As a significant and one of the most credible options to help your move towards a business that is conversant with and at ease with D&I, we offer our Training Module I, titled Bias Acknowledgement. The goal is to ensure that you (already a business leader) may begin to treat D&I as an opportunity, not as a cost or a compliance burden.

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The well-researched exercises in the Training Module underline the relevance of D&I as a business concern that must be addressed. The goal is to bring about a positive mindset change, as trainees undergo a rigorous intellectual shake-up. If you think you organization is already a bias-conscious outfit, our Training Module I of the Top 10 Course might just give you a reality check.

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Documenting bias acknowledgment will make you and your team dust-off the malaise that might have crept in unnoticed. Biases lower the efficiency of business operations, make you take poor decisions, and hurt the bottom line. Unsurprisingly, but expectedly, this is where it really gets top-management attention.

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Your core team might still be grappling with Stereotypes, Prejudices, and Discrimination and ‘gifting it’ across the rank and file of the organization. Our Training Module II is tailor-made to tackle this issue in a cost-effective, practical, and coherent way. After an introduction to the theory of these three devils, this training module deliberates on how to tackle this day in, day out. The final aim is to say good riddance and defuse these suicide-bombers that lurk in all workplaces, including the ones at the world’s best-run businesses.

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At all times, the approach of our Top 10 Course is a blend of the academic and practical, with the spotlight on firm, actionable components of each module and topic.

As part of the module, trainees are encouraged to subject themselves to rigorous introspection on discriminatory behavior. Do they indulge in it? If yes, why? If not, why not?

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For those wanting workable strategies to deal with all kinds of biases festering in individuals and teams at the workplace they command, Training Module III will fit in perfectly. Here, we go into a detailed and comprehensive examination of the types of biases and offer specific, unique strategies to deal with each.

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Our key learning and one that we offer to you with complete confidence is that businesses must conquer or win over stereotypes and prejudices as these produce biased judgments in the selection process. This costs businesses in terms of human resources with unsuitable persons hired and the more suitable tagged as rejected. Our module offers a number of HOW-TO DOs as the answer.

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The Training Module IV of our Top-10 Course titled ‘Bias Formation’ is an investigative and experiential learning through the world of biases. The aim is to acquaint you with the causes of bias formation. This training module allows the trainer to take trainees on an investigation that inspires reflection on a bias-free world, the ideal scenario for businesses.

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Training Module V deals with something all of us want more of, without really caring about whether we give it to others: UNDERSTANDING. This training module sees UNDERSTANDING through the prism of Diversity, Inclusion, Belonging, and Equality and Equity (DIBE).

The much-confused concepts of Equality and Equity are explained in a fresh, dynamic way. Kindly note that Equality, though a much-needed intellectual concept, is today giving way to Equity.

Bear in mind, that the one of the world’s finest universities, UC Berkeley has a separate Division of Equity and Inclusion. As a tool to penetrate the human mind, the Division’s web page also lists 24 documentaries and movies to watch. The movies ‘Sorry to Bother You’ and ‘Changing the Game’ are the two of 24 that are recommended.

The trainer also gets the chance to discuss the six-question approach to understand culture in this Training Module.

In Training Module VI, the short-term impact of D&I is studied in detail. It is an in-depth look at how ‘Lack of D&I Practices Impact Businesses’. The Starbucks Racial Incident of 2018 is covered in graphic detail to illustrate how quickly matters escalate out of control, when D&I is not a part of the organization DNA. Here's a gist of what happened at Starbucks that April: Staff manning the Philadelphia facility called-in the police, after two black men requested the use of the restroom without purchasing anything beforehand. The men were arrested and the video of the sequence of events resonated wide and far. Our module highlights Starbucks’ response as a case study, warning other organizations against the mistakes it made.

In Training Module VII, the emphasis is on long-term impact on businesses due to the lack of D&I Practices on the three parameters of general influence; impact within the organization and the global impact. The long-term impact manifests in the form of companies falling for the unintended use of disparaging or unpleasant language.

Training Module VIII documents the fact that D&I has several major wins for the organization. The major positive impact is that employees who feel more engaged at work, tend to work harder and more intelligently, resulting in better-quality work.

Training Module IX talks about the salient features of D&I Policy for Inclusive Leadership. The trainer gets to share the six key traits of an Inclusive Leader and the idea is now to inspire trainees. Our combo of ingredients for a buffet or an A la carte order ends with an actionable plan for designing and putting a policy in place in your organization on D&I.

Training Module X titled ‘D&I Policies for Employees and Diversity Council’ opens with the hashtag #Leave No One Behind as the first slide. This is a customable session, where the trainer can key-in the purpose and the scope of the D&I Policy that the corporation wants to implement.

All Training Modules of our Top 10 Training Course come equipped with Bonus Material in the form of an Appendix of D&I Activity Calendar, Posters, and Mailers. The master slide of the icons used is also provided.

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The preview

TRAINING MODULE I: BIAS ACKNOWLEDGEMENT

Where it all starts

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The key learning outcome of Training Module I is that trainees gain an awareness of how their personal biases influence decision-making. Experts testify that even though we are not consciously aware of biases that we cultivate, these reflect in our behavior. Biases are like sugar-heavy drinks, giving us the energy and the capability to make quick, off-the-cuff decisions. These are palpable to all, except the person exhibiting the bias. Training Module I is designed to help trainees see the problem and its many manifestations. The trainer is provided the required resources to tackle the issue head-on. The first exercise is a picture puzzle, where the trainer can demonstrate how the ‘mere appearance of an individual’ is a source of great bias. If unchecked, this can be a source of great grief or delirious happiness.

Another pictorial exercise lets the existence of bias sink in further. Thought-provoking, open-ended questions add to the increasing clarity among trainees on the concept of bias. An activity, Completing the Wheel, lets the trainer and trainees interact as they get more familiar with the issue of bias. Finally, a consensus may or may not emerge, but the training effort has made its point. The Circle of Trust activity is also a must-do for better understanding of bias.

The self-reflective questionnaire on Unconscious Prejudice brings out each trainee’s ‘uniquely-placed’ bias across race, gender, sexuality, weight, etc. This session offers links to take Harvard University’s bias test, also known as the Implicit Association Test.

Next, our session offers data points and empirical evidence to help the trainer build a strong business case for the elimination of bias.

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These include a CNBC study, which shows that the color of your skin (guess which of black or white) sets you up for 33% lower hourly pay in the US. As you ponder over this, you cannot but think that this is some penalty for the way God made you.

For those on the other side of the divide, the same facts should be taken as a lottery, but are taken as rightful entitlement. Trainers who download this pioneering course may use this as a discussion point. This will spark a heated debate, but will add real value to the learning from our path-breaking Training Module I.

TRAINING MODULE II: STEREOTYPES, PREJUDICES, DISCRIMINATION

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The key learning outcome of our Training Module II is that trainees can let go of personal discriminatory behavior, if any, when armed with the correct methodology. They are also given an understanding of how such discriminatory behavior is the result of unchecked stereotypes and prejudices.

With most managers far too busy in operational matters or issues that they think drive their business, the problem of prejudices remains unaddressed. This is even as it remains the huge elephant in the room.

The cost of neglecting stereotypes, prejudices, and discriminatory behavior at the workplace is humungous. It manifests in litigation or loss in productivity. We tackle each of these topics by first defining and then illustrating how each of these hallucinates us into a ‘honey-trap’. The major consequences of practicing each of these beliefs, attitudes, and behavior (in the order of how we study these three) are also highlighted.

You will also learn how prejudices often rely on stereotypes. Common antidotes or preventive measures against each type of stereotype, prejudice, and discrimination is also provided.

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On discrimination, the most visible form of biases, as it is a behavioral manifestation, we learn about its seven most common forms. The three major preventive measures that can minimize it at the workplace are also discussed. Conducting regular trainings is a key solution and our Top 10 Course’s Training Module II is meant to address this specific concern.

The Training Module II also lists out preventive measures and Memes to drive home the point.

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The hands-on Training Modules also put the spotlight on the actual tackling of stereotypes and prejudices at the workplace. Before doing this, the course design, backed by tons of research, ensures that everyone in the hall grasps the three concepts.

Of several actionable takeaways from the training module, the one that the trainers may try and drill into the trainees is that workplace discrimination leads to poor employee engagement and satisfaction.

A brand, built painstakingly over decades, might just evaporate overnight if managers and agenda-setters in business fail to up their guard against stereotypes, prejudices, and discrimination.

Connecting back to the movie, Nicholson’s career careened away, as he decided to succumb to the temptations of labeling a soldier by his religion and not his conduct or facts. This is a tragic sequence of events, and the last place where you expected such a manifestation was inside the hallowed precincts of the US Marines.

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TRAINING MODULE III: TYPES OF BIASES

The key learning outcome of Training Module III is to ensure that trainees learn to identify multiple types of biases (those tempting and seductive sugary drinks mentioned earlier). The trainee also learns that biases have disproportionate results. Bias is like the raw explosive material that can turn minor arguments into a full-fledged conflagration.

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The Training Module brings trainees up to speed on the 11 types of ‘Unconscious Biases’ that lower productivity or mislead businesses into taking sub-optimal decisions, especially during recruitment.

The Training Module concerns itself with the two big questions on each of the biases listed. These are its impact on the workplace and how to control biases from running riot? Each of the biases is lived through in the module.

Trainees will easily recognize Confirmation Bias and Attribution Bias, as concepts they carry every second of every day. Our aim is to ensure that this familiarity motivates some of the participants to kill their darlings (unlike Nicholson, who fell victim to it and got one of his subordinates killed; he had built walls around himself that he just couldn’t surmount, mostly of the cultural kind).

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The Training Module helps the trainer answer another HOW on the process through which stereotypes produce biased judgments in the selection process. The integrated, differentiated, and the complete-in itself course content across all eight sessions mean that such backward and forward linkages are frequent and help in better retention, and hopefully, will result in behavioral change.

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The Training Module concludes with a seven-question slide that seeks detailed responses from trainees on how biases have affected them.

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At the end of this Training Module III, it will be easy for trainees to answer eight major questions on Unconscious Bias with complete authority, confidence, and verve. These are questions we raise to ensure that the issues are discussed and thrashed out. We want our training modules to be the ultimate and complete answer to all your D&I concerns, challenges, and queries.

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As a teaser, please see if trainees exhibit any difference in attitude to the italicized statement below, before and after the completion of Training Module III.

Here goes:

Where women do occupy senior managerial positions, they have been found to focus more than men on the development and mentoring of their subordinates.

TRAINING MODULE IV: REASONS BEHIND BIAS FORMATION

The key learning of Training Module IV is to ensure that trainees become mindful of the reasons that lead to bias formation. The trainer has been given the straight-forward job of listing out the causes for biases that, fundamentally, are part of us. Biases, however, need to go on in permanent hibernation.

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The Training Module IV lists the four major reasons for biases as Evolutionary, Biological, Cultural Conditioning and Individual Experiences. Brain functioning and its top-down and bottom-up processes are also explained.

The role of biases as the building block of how we process information and create patterns is illustrated. It is simply a necessary evil. For instance, research from Britannica and Forbes shows that of 11 million information pieces that we are bombarded with at a time, an individual can process only 40 pieces with any degree of success.

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In another significant learning that the Training Module IV offers, we go deep into the brain structure and introduce trainees to Amygdala, the headquarters of emotions. In four slides, we logically, coherently, and comprehensively explain that why are our emotional reactions more spontaneous and less logical. (A rare cheat-sheet: Just 3-6 seconds make all the difference between resisting the seductive pull of the bias and exhibiting it).

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The session emphasizes that Cultural Conditioning is amenable to human will and effort. The five-step process is explained in detail to identify stages where the trainer may suggest remedial action and prevent the formation of biases. The process starts from Observation and through other three key steps is seen as Spontaneous Manifestation. The role of cultural groups is also explored.

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At this stage in the module, the trainer may also put forward a pretty mature, if shocking, claim. He/she can confidently claim that a person’s background, his life experiences make his/her story. The Cultural Conditioning process, then, ends with the punchline of ‘Our Life Story Creates our Biases’.

The session digs deep into our physiology and brain functioning. It ferrets out the conclusion that biases are needed as a survival mechanism, but we humans have, effectively, given it far too much power over us.

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SESSION V: UNDERSTANDING DIBE (DIVERSITY, INCLUSION, BELONGING, AND EQUITY)

In organizations all across the world, one frequently hears of quitting employees telling their manager that the organization had started treating them as if they did not matter as a member of their team. On the face of it, this seems like an excuse. Not surprisingly, the manager fails to comprehend this.

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Our Training Module V aims to give all such uncomprehending managers the gift of UNDERSTANDING. The key learning outcome of Training Module V is that D&I and Equity lead to Achievement of Excellence across organizations. There is a slide that speaks exclusively of ‘Inclusion’ and how to ensure it at the workplace. One of the techniques listed is to stop using ‘The only XXXX’ when referring to somebody who is the sole representative of a culture, race or nationality, etc.

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This action may be minute and might go unnoticed. The thought of this, however, represents a shift of eons in the mindset of managers and business owners. This also reduces the effort required to tackle other major D&I issues plaguing the workplace. The credo for businesses seeking to achieve excellence is also listed out, which is that ‘Every Individual is provided with similar opportunity to achieve their full potential’.

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Businesses and organizations that catch this insight from our result-oriented module can aim to be integrated, engaged, and empowered. For them, the answer on D&I is now no longer a jigsaw puzzle.

The major pieces are with them and they now need to just ensure that they can get the Real Problem, the Real Numbers and the Real Consequences of D&I right, and in tune with their specific business environment. More on this can be learnt if we go to the 11-minute TEDx speech of Janet Stovall.

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At this stage, our training module illustrates the DIBE through our three Olympic rings; it is indeed an Olympian effort to tackle D&I. The trainer then takes up another HOW on the impact of DIBE on business, and its benefits.

The six-step approach to acceptance of diversity is designed to ensure that the complete overhaul of the organization is carried out. The trainees can have a deadline for each of the steps, if the group decides.

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The aim of our Top 10 Course is intended to result in better and more business. The idea of a ‘Varied Person’ is also discussed. The Four-Dimensions Approach to Diversity highlights the way the concept is perceived with the Individual Personality at the Centre. Hofstede’s Cultural Dimensions Theory is presented in an innovative manner to add intellectual heft.

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The trainer then ends with the idea of how to inculcate Belonging at the workplace, as an integration (not addition) of Diversity, Inclusion, and Equity. The module also represents the ideas of Equality and Equity in a wonderfully-done visual explanation.

TRAINING MODULE VI: LACK OF D&I PRACTICES AND THEIR SHORT-TERM IMPACT ON BUSINESS

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The key learning outcome of Training Module VI is that the immediate impact of lack of D&I in an organization is akin to a major earthquake. Rebuilding is massively expensive and brands lose credibility and may even have to rethink how they offer value. This hit home, though to a lower degree, in the Starbucks Racial Incident of April 2018. As an immediate measure, it had to issue an apology and counter-allegations of systemic racism. The idea is for the trainer to really push for D&I as a permanent facet of businesses with this case study.

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TRAINING MODULE VII: LACK OF D&I PRACTICES AND THEIR LONG-TERM IMPACT ON BUSINESS

As a long-term consequence of the row in Training Module VI, Starbucks initiated a leadership apology tour and country-wide racial bias training for its 175,000 work-force. Our Training Module VII discusses the long-term impact on businesses due to lack of D&I practices from a 360-degree perspective. It is illustrated, with an example, of what happens when businesses go ‘tone-deaf’ in terms of products and services they offer.

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The long-term impact of neglecting D&I, or a mere window-dressing effort towards its implementation, can actually be counter-productive. Corporations end up with lower revenue growth and lower readiness to innovate. Collectively, there is very little knowledge of how to recruit a diverse workforce. Managers and CEOs also see a massive drop in their employee retention levels, which are at least five-fold lower than the competition that has a comprehensive D&I system in place.

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TRAINING MODULE VIII: IMPACT OF GOOD D&I PRACTICES ON BUSINESSES

The Training Module VIII offers concise, ready-reckoner information on the impact of Good D&I Practices on Businesses. Of the six major benefits, the trainer may prefer to discuss a couple in detail. The session also throws up questions that engage the trainees, helping them master D&I in both theory and practice.

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The session ends with thoughtful questions which spur action on issues like the formation of a Diversity Task Force.

The trainer may give some time to the trainees to come up with ideas to foster D&I into their workplace. As the issue concerns policy, the leadership teams of businesses have to be convinced of the efficacy of D&I.

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TRAINING MODULE IX: D&I POLICY FOR INCLUSIVE LEADERSHIP

The key learning outcome of Training Module IX is to see how complete commitment to an inclusive D&I creates its own brand of leadership. The trainer is invited, and offers resources, to dig deep into Inclusive Leadership and hope that some of the trainees can cotton on to some of these.

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This kind of leadership training and its execution is meant to drive performance through diversity. For this effort of inclusion, four key areas need special focus. These are:

Retention and Advancement
Leadership Commitment
Recruitment
Inclusive Culture

In addition to these four cornerstones of Inclusive Leadership, the areas of accountability and engagement also deserve significant investment of business leadership’s time and effort.

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Next up, the Training Module IX offers behavior pattern that Inclusive Leaders have to get used to measure up to the challenge of driving performance. The session offers expected outcomes in situations of both High and Low Diversity. Moving the boundary is an idea that the trainer and the trainees can take home and reflect upon.

The session creates a fertile ground for change with a study sourced from Deloitte documenting and tracking the exponential growth of companies that focus on Inclusive Leadership.

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We go into detail on the traits that mark Inclusive Leadership with a list of Dos and Don’ts expected of the individual, leaving him/her with a Competency Model.

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All this emphasis on D&I, ultimately, has to result in the four key outcomes of cultural responsiveness, strategic thinking, change management, and global intelligence. After all, these corporations exhibited strength in going for D&I, and also were inclusive enough to ride the storm of change.

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TRAINING SESSION X: D&I POLICIES FOR EMPLOYEES AND DIVERSITY COUNCIL

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In today’s online world, the hashtag that businesses have to follow has to be #Leave No One Behind, be it customers or the staff. The key learning outcome of Training Module X is that it is possible to breathe life into the workplace poster, ALL ARE WELCOME. D&I is workable and indeed, desirable.

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A bonus learning for top management is that it is indeed worth allocating your manpower to introduce, track and measure D&I’s productive impact. At this stage, it is not something that you can put on account books and measure against cost.

The punch, however, is that D&I gives you the option to do three major things:

Use it as a source of competitive advantage
Recognize inappropriate conduct at your workplace with speed, before it harms the business
Transform the process of recruitment

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For the trainer, the Training Module lists ways in which a business may define its own D&I Policy and its purpose in its specific and unique context. A standard, well-working policy statement, and requirements are provided. The policy inclusions and managers’ responsibilities towards these are delineated. It is also to be declared that the organization is an Equal Opportunity Organization, but Equity is the gold-standard.

As a process to internalize D&I, the process of Employee Resource Groups (ERGs) is explained in detail. The trainer also gets to familiarise trainees with special accommodation requirement of specific diverse groups.

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The end-game in Training Module X is about Diversity Council formation, which the chief executive officer (CEO) is generally mandated to lead. Its ingredients for success are listed out. The innovatively-designed Responsible, Accountable, Consulted and Informed (RACI) matrix for each hierarchy level in the Diversity Council is introduced as a tool to measure/quantify results.

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Finally, after all this reading and subscribing to some of these training modules, you deserve to know the movie name this piece refers to in the beginning. In fact, you stayed with us means you are among, ‘A few good men’ or women or transgenders (the movie makers needed this course as well).

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Thank you, and warm congratulations for getting through these 4,700-odd words. If you are an organizational leader and decide to implement some of what you have read, you might transform lives.

We let you off with a question. Are you game to let the sunlight of D&I in through the walls you have built at your workplace, whether individually or as a leader?