If you're on a team and you notice that people are being marginalized, maybe there's some unequal contributions among members. I know we've all been part of teams where this has been a reality. If you're maybe the person being marginalized, how can you start a conversation that might start to reverse that in some way? What's a good strategy for that? >> This is not necessarily easy. Because you think about the range of emotions that you're experiencing when you feel that you're being marginalized or that's your perception. And so let's assume that the group has created that space for honest and candid dialogue. If you're the individual who feels like you're being marginalized, I think there's a simple format that you could use. It's a feedback model, three letters, SBI, situation, behavior, impact. And let's say something happens in the context of your meeting that allows you to feel discouraged, uncomfortable, not included. You'd very simply just, in the context of your team, say hey, you know Harvey, when you said X, I felt quite discouraged. I felt afraid, fearful, name the emotion. And this is the impact that that had on me, right. What you've done, you've helped Harvey realize in the context of that meeting, he may have said something that was a behavior that caused you to feel a certain way. You could even ask, was that your intent? And it gives Harvey the opportunity to reflect back on what just happened, maybe even in the moment, understand your perception, your perspective. Be curious about what that was like and speak to it. >> Absolutely, I also wonder if you're in a team and maybe you're not the one being marginalized, but you see someone else being marginalized in the team, what strategies would you suggest for that person to help out someone else? >> That's a really great question. I just did this a few weeks ago. Was a part of a group process and I observed that there were some dominating voices in conversation. They just so happened to be men. Female counterparts had very little to say. Not because they weren't well informed, But there wasn't space in the conversation for them to make a contribution. And so I just said hey listen, I'd like to bring something to our awareness here. I've noticed that for the past few minutes our male counterparts have been discussing and debating, but I'm curious about the other voices that have not had a chance to speak. Called on a particular individual or two to create a moment and an opportunity. And then from there, I said, okay, so to what extent is it valuable to have our colleagues, all of us being able to speak. We all agree, it's completely valuable to what we're trying to create to have everyone speak up. So what do we think happened here? If this is a pattern, how do we disrupt the pattern essentially, to ensure that everyone can make a valuable contribution? Just a few months ago I had an opportunity to work with a team who had decided to, before an all hands meeting, which comprised about 35 to 40 people. Have everyone complete managing unconscious bias training, because they realize that this could be powerful in helping them better structure their work, and helping them create a safe place for open dialogue, and helping create what we call kind of two-way feedback mechanisms. And so they had completed the training, and then worked with someone to help facilitate a learning experience around that to kind of deepen everyone's knowledge around what this looks like. What it means, how it shows up, how we're all guilty at sometimes unknowingly, participating or contributing to this. And then in the context of that workshop, a few exercises to just see how easily it happens, and how kind of unconscious bias just kind of hangs around again.
