Office of Diversity and Equal Opportunity (ODEO) NASA ... · – from a focus on insular ... NASA is positioned to provide American leadership . . . empowering industry and the international

Office of Diversity and Equal Opportunity (ODEO)

NASA Unity CampaignUpdated August 27, 2019

Unity Campaign – IntroductionWhat is It?

In 2019, NASA will launch a campaign

to unify the NASA workforce

in working toward unified agency goals.2

Unity Campaign – Goal

Goal of the NASA Unity Campaign

Power and propel NASA organizations and people,

to focus and work together even more effectively,

to accomplish NASA’s missions.3

Unity Campaign – Objectives

1. Transcendence• Elevated and Expanded Focus and Mindset – from a focus on insular

organizational and individual goals/interests/identities to a focus on common and superordinate agency goals and priorities.

• Mission and Team above Self. “Me” “We” and “Us.”

• Rising above artificial constructs that divide organizations and peopleto focus on higher purpose: “Overview Effect”; Apollo 8 “Earthrise”; “Pale Blue Dot”; NASA Strategic Plan; NASA vision and missions (e.g., Artemis).

2. Connection• Enhanced Jointness and Connectedness between NASA organizations

and people to strengthen bonds, trust, teamwork, and collaboration.

• Jointness: the cooperation and integration of different organizations.

• Connectedness: a feeling of belonging to or having affinity with a person, group, or mission.

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Unity Campaign – Why Are We Doing This?

• NASA has been ranked the “Best Place to Work” among large Federal agencies for 7 consecutive years.

• NASA has also ranked number one among large Federal agencies in OPM’s “New Inclusion Quotient (the New IQ)” for each of the previous five consecutive years since OPM began using the New IQ – an index comprised of 20 FEVS questions that assess the inclusiveness of an agency’s work environment.

• The Unity Campaign is NOT aimed at fixing something that is broken – it is a proactive way to reinforce our NASA culture and values so we optimize the effectiveness of our workforce and our mission accomplishment.

• The Unity Campaign does NOT require new investments or activities – this is about doing the things we must do in a way that assures our missions, safety, wellbeing, and sustainability (including recruitment and retention of the next generation of talent); to share and scale practices across the agency; and to be driven by employees as well as leaders, emphasizing organic behaviors.

• This is not a one-time one-size-fits-all compliance exercise. Enterprise solutions will be developed and offered but AAs and OICs will have discretion and autonomy to decide implementation.

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Unity Campaign –How Do We Know It will Work?

The NASA Unity Campaign is based on:• Lessons Learned from Complex Federal Challenges

(e.g., 9/11, Hurricane Katrina, and multiple crises during FY 2010 requiring domestic and international coordination)

• Benchmarking(e.g., Military and Intelligence Community, and private sector (belonging))

• Empirical Research (e.g., on conflict and collaboration, teamwork, positivity, employee engagement and wellness, loneliness, and organizational performance)

• Alignment to NASA’s Current Missions

• Approach and Lessons Learned from Past NASA Missions

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NASA is positioned to provide American leadership . . . empowering industry and the international community to move off the Earth in a unified, collaborative way.

This unified effort will inspire generations and change the course of history as we realize the next great scientific, economic and technical achievements in space.

Now is the right time to move forward to the Moon. We will go with our commercial and international partners, and together we will go farther than ever before.

-- Jim Bridenstine, AdministratorBlog postings on March 11 and April 10, 2019

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Unity Campaign – Current MissionsTranscendence and Connection

When we place the next humans on the moon in 2024, it will be . . . a very uniting effort that brings everyone together for this one moment in time that will be . . . monumental and something we can all tell our children and grandchildren about.

[The Artemis open architecture] is a great opportunity to not just to get more providers domestically but all around the world, and have the United States of America lead a coalition of nations for a sustainable return to the moon.

This mission — going to the Moon — unifies us all, across all Mission Directorates, in a way that is very positive.

[The 2020 budget] enables us to get out of the gate with a good start, and to do it in a way where we’re not creating divisions inside the agency — where we actually get to be unified, as an agency moving forward.

-- Jim Bridenstine, Administrator, at May 14, 2019 NASA Town Hall

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The way to achieve our objectives — as we’ve seen

from the past — is to focus. And I call that ‘burning a

hole through steel.’

-- Jim Green, Chief Scientist, at May 14, 2019 NASA Town Hall

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. . . we don’t just sit idly back and watch what the Science Mission

Directorate is doing. We’re actively involved with them, learning

everything we can, so when we get to that next more demanding

step, we learned from that activity . . . how we structure ourselves,

how we team, and how we work together. So we can continue to

learn off of each other in advance, so we can continue to keep this

drive, or keep this focus, on this goal of 2024.

-- William Gerstenmaier, Associate Administrator, Human Exploration and Operations Mission Directorate, at May 14, 2019 NASA Town Hall

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To make [the Artemis mission] happen, we’re going to need the entire workforce . . . and we’re going to need all of us pulling together — to figure out ways to break down barriers between us, to figure out ways to move and work together more efficiently than we ever have before.

We need to figure out a way to use the whole of the agency. This is something that is going to need every Center contributing . . . you’ll also see us build inter-Center teams, where we can now have folks working from multiple Centers, all teamed together to work forward.

. . . [for example,] the Commercial Landing Services Program . . . is pretty much a multi-Center activity, sponsored by a bunch of different civil servants that all come together to work on a project.

-- William Gerstenmaier, Associate Administrator, Human Exploration and Operations Mission Directorate, at May 14, 2019 NASA Town Hall

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One more method of ensuring focus is continual and open

communication in context with what is going on . . . we give the

responsibility and authority to our folks, and we support them get as

they need but out of their way when they don’t need it.

[Artemis] is a strong partnership with our NASA workforce, with

industry, and with academia . . . what we find is when we have those

partnerships together, we really strengthen the activities we do . . .

-- Jim Reuter, Associate Administrator, Space Technology Mission Directorate, at May 14, 2019 NASA Town Hall

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Great, history-making science of the type we do at NASA is a team sport, a

deeply emotional affair. Exploration is about individuals with mistakes and

deficiencies coming together and struggling, transcending their limitations to

create something that is as close to perfection as it can be.

-- Thomas Zurbuchen, Associate Administrator, Science Mission Directorate, Blog Posting on February 15, 2019

[Commercial Lunar Payload Services for Artemis] — because this is where our

thrust is, it has to have priority over others . . .we do the right things at the

best possible speed . . . prioritizing them over all the other things that can

really distract us.

-- Thomas Zurbuchen, Associate Administrator, Science Mission Directorate, at May 14, 2019 NASA Town Hall

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[In the 1960s] . . . President Kennedy’s challenge was a timely,

masterful distraction, it utilized the challenge of space exploration to

unify our Nation and demonstrated the technical prowess of the United

States . . . unity was essential to our success in the 60’s – one goal,

one team.

. . . I believe the most critical element we lack today is unity – across

our country, our government, and within the space industry . . . there

seems to be a lack of focus and prioritization of those that are

explicitly needed to accomplish the mission . . .

-- Gene Kranz, retired NASA Flight Director; testimony at July 9, 2019 Hearing by the Senate Commerce, Science and Transportation Committee, Subcommittee on Aviation and Space.

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What made Apollo a success? The Leadership. The Unity. The Team . .

One mission, one team, one voice was present in every aspect of our

work from the formation of the Space Task Group through all

subsequent programs. There was so much to be learned, and work to

be done that unification of both NASA and contractor organizations in

every activity was universally recognized as essential to the program

success . . . the unity I had seen through the early Shuttle Program . . .

-- Gene Kranz, retired NASA Flight Director; testimony at July 9, 2019 Hearing by the Senate Commerce, Science and Transportation Committee, Subcommittee on Aviation and Space.

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Unity Campaign – Past MissionsTranscendence and Connection

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STS-88 Unity Node

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STS-41 Ulysses

STS-54 DoD

STS-65 Microgravity Lab


Bob Cabana, Director, Kennedy Space Center, speaking about the Shuttle Program and the International Space Station (07/15/2015):

Having the United States, Canada, Japan, the European Space Agency, Russia, and all its partners, and we’re all working together as one on the International Space Station. I think that is going to be one of the highlights of the International Space Station. It’s a model for how we work together. It’s going to be the model for how, when it comes time to leave planet Earth, we leave as explorers of planet Earth, not from any one nation. I just think what we accomplished and all the agreements that we put in place, overcoming all of that, to make that happen, where we can work together so well, as one team, I think that is just absolutely phenomenal.

. . . when I look back on how we’re doing things better, what you really have to do is build trust. You have to build relationships, and you have to build trust between your partners. And once you do that, then that can enable change.

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Bob Cabana, Director, Kennedy Space Center, speaking about the Shuttle Program and the International Space Station (07/15/2015):

. . . if I think of one thing that the Space Shuttle brought to America’s space program, it brought diversity . . .

And what you get through diversity . . . it’s diversity of thought. We all bring a different answer based on our environment, and by getting all that diversity together, you have a team that can bring you to the best solution. I think a lot of what we’re doing on the Space Station – we have that diversity from our different cultures, and we’re bringing different solutions together to get the best solution . . . The legacy is going to be the international cooperation.

[Good teamwork requires] knocking down barriers and establishing trust . . . It’s getting to know one another and establish those relationships that can help you become successful . . . then, when a problem came up, you could work through the problem together.

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Bob Cabana, Director, Kennedy Space Center, speaking about future human space exploration (11/17/2015):

We need folks that can deal with [extremely dangerous situations] and

survive, that have that will to survive, that will to adapt, that ability to think, to

be resourceful. I think that’s going to be very important for future astronauts,

and the ability . . . to get along with others, to be a team player. That’s

really important. It’s not about me, it’s about the team. We really need

that to be successful on a long duration spaceflight on an exploration

mission. Everybody’s got a role to play, and you got to play your role

and be part of the team.

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STS-91 Docking with Mir

STS-99 Radar Topography

STS-104 Quest Airlock


WWII Bomber Crew

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H Helping All To SucceedE ExcellenceR RespectO OpennessI Integrity

C CooperationS Safety

By Janet Kavandi, Director, Glenn Research Centerhttps://www.nasa.gov/sites/default/files/atoms/files/nasa-grc-strategic-plan-2019_0.pdf

Friendship 7 Expected Behaviors:

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Lessons Learned – Apollo 1, Challenger, ColumbiaA unified workforce empowers:

• Psychological Safety and Protection from Retaliation.

• Cognitive Diversity – inclusion of different perspectives, thinking, and solutions.

• Access to Data – enables identification and mitigation of blind spots, and improved risk management and decisionmaking.

• Avoidance of group think, confirmation bias, optimism bias, and normalization of deviance. Avoidance of “failure of imagination.”

When we provide individuals with fairness and protection from harassment and retaliation, we enable them to have Air to breathe so they feel physically and psychologically safe to candidly share information, concerns, and opinions.

When we ensure individuals inclusively participate and feel they belong, we provide Space for all possible talent, skills, knowledge, perspectives, ideas, thinking, problem-solving, and innovations.

This empowers NASA to achieve the greatest success in exploration, discovery, and expansion of knowledge for the benefit of all humanity.

“At NASA, we make Air and Space available for everyone.”

We need that next generation to get inspired and enthused. Well, imagine how many people are going to want to join NASA . . . when they see this monumental [Artemis] achievement. You walk around NASA today, and everyone that is of age will tell you they remember exactly where they were when Neil Armstrong and Buzz Aldrin walked on the moon. We are trying to create that moment for the next generation. That’s what we’re trying to do with this stunning achievement . . . we do need to be thinking, very acutely, on this very specific challenge — which is the workforce — which largely in the next 10 years is going to start retiring.

-- Jim Bridenstine, Administrator, at May 14, 2019 NASA Town Hall24

Unity Campaign – Sustainability:Recruitment and Retention of Talent

Unity Campaign –Examples of Potential Enterprise Strategies

Transcendence – enterprise strategies will include:

o Clarification of Enterprise Identity• Reinforce NASA Enterprise Culture and Values (e.g., Unity Pledge).

• Update Workforce Policies to focus on unity (e.g., Diversity, EEO, and Anti-Harassment policies).

• Share Information on NASA organizations (e.g., history, missions, programs).

• Offer Unity Learning and Development to enhance unity focus and teamwork.

o Communication of Enterprise Information• Support/leverage NASA’s Artemis Internal NASA Communications Plan.

• Administrator Video and E-mail Messages and Town Halls.

• Leverage Modern Communication Systems and Tools (e.g., engagement and collaboration platforms).

• Unity Orientation for New Employees – disseminate enterprise information to educate onboarding employees on NASA’s values, strategic goals and priorities, missions, and organizations across the entire agency. 25

Unity Campaign –Examples of Potential Enterprise Strategies

Connection – enterprise strategies might include:

o Organizational Engagement Organizations Share Information

• Regular Inter-Organizational Communication Messages, Meetings, Guest Speakers, Lunches

Organizations Collaborate• Continual Identification of Opportunities for Inter-Organizational Collaborations (including MAP)

o Employee Engagement Employees Engage with Leaders

• Regular Town Halls, Inter-Organizational Meetings• Brown Bag Lunch/Coffee Chats/Office hours• Mentoring, Coaching, and Shadowing

Employees Engage with other Employees: • Agency-wide learning and development programs (SES onboarding, SES Day of Learning,

NASA First)• Cross-Agency Collaboration Projects/Details/Rotational Assignments.• Networking/Social activities (e.g., Employee Resource Group engagements across NASA).

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Unity Campaign –Examples of Potential Center/Directorate Strategies

Transcendence and Connection – strategies/tactics might include:

• Leadership Communications and Engagements with the Workforce (Unity Messages, Town Halls, Unity Dialogues, Lunch/Coffee Conversations).

• Unity Learning and Development Programs (Mentoring and Coaching, Power and Privilege, Diversity Dialogues, Unconscious Bias, Overview Effect talks by astronauts or other NASA employees, Guest Speakers from other organizations, Perspective-Shifting, Empathy, Compassion, Kindness, Civility, Emotional Intelligence).

• Leadership and Direction from OCHCO to enhance unity through human resources management solutions (e.g., onboarding, training, performance management, employee engagement, coaching, mentoring, detail assignments/rotations, cross-organizational collaborations and learning projections), and support of agency programs, products, and services.

• Team-Building and Bonding Activities (social/networking events, cross-organizational lunches, story-telling sessions, retreats, team-building experiences).

• Leadership and Sponsorship by Employee Resources Groups

• Reinforcement of Values and Intentional Acts of Unity

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Unity Campaign –Process and Next Steps

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Unity Campaign – Contacts

For additional information and service, please contact:

Janet SellarsDirectorDiversity and Data/Analytics DivisionOffice of Diversity and Equal OpportunityTel. (202) 358-0730E-mail: [email protected]

Vince PattersonDeputy DirectorDiversity and Data/Analytics DivisionOffice of Diversity and Equal OpportunityTel. (202) 358-0952E-mail: [email protected]

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NASA Unity Campaign

“To see the earth as it truly is, small and blue and beautiful in that eternal silence where it floats, is to see ourselves as riders on the earth together, [brothers and sisters] on that bright loveliness in the eternal cold —[brothers and sisters] who know now they are truly [brothers and sisters].”

— Archibald Macleish 30

NASA Unity Campaign

"Look again at that dot. That's here. That's home. That's us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every 'superstar,' every 'supreme leader,' every saint and sinner in the history of our species lived there --on a mote of dust suspended in a sunbeam . . . There is perhaps no better demonstration of the folly of human conceits than this distant image of our tiny world."

— Carl Sagan, “Pale Blue Dot: A Vision of the Human Future in Space."

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Unity Campaign

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Unity Campaign

BACKUP SLIDES

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Unity Campaign – Videos on Transcendence

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Introduction to “The Overview Effect”https://www.youtube.com/watch?v=Kpy1EH1KxbI

The Overview Effect (10:45 mark to 16:10)https://www.youtube.com/watch?v=CHMIfOecrlo&t=114s

“The Spirit of Apollo” - A Celebration of the 50th Anniversary of the Apollo 8 Mission to the Moon(1:05:47 mark to 1:08:24)https://www.youtube.com/watch?v=EAM0iJxyCf4&feature=youtu.be

Earthrise: What It's Like to Escape Our Planet (21:47 mark to 28:49)https://www.youtube.com/watch?v=syQi7Q-ITCE&t=1334s

Unity Campaign –Research on Conflict Reduction and Bias

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Conflict and Bias are caused or exacerbated by focus on individual interests and competition between groups for scarce resources.

Recategorization of “In-Group” and “Out-Group.”• Decategorization• Recategorization• Mutual Intergroup Differentiation

Moving from “Me” to “We”, and “Us v. Them” to “All of Us.”• Sherif, M., Harvey, O. J., White, B. J., Hood, W. R., & Sherif, C. W. (1988). The Robbers

Cave experiment: Intergroup conflict and cooperation. https://www.simplypsychology.org/robbers-cave.htmlhttp://livros01.livrosgratis.com.br/ps000162.pdf

• Banker B., Houlette M., Johnson, K., & McGlynn, E. (2000). Reducing Intergroup Conflict: From Superordinate Goals to Decategorization, Recategorization, and Mutual Differentiation.https://www.academia.edu/12179846/Reducing_intergroup_conflict_From_superordinate_goals_to_decategorization

Unity Campaign –Research on Conflict Reduction and Bias

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Ways to Recategorize “In-Group” and “Out-Group”:

• Talk About the Big Picture and Where Everyone Fits

• Create Opportunities to Connect

How to Stop Being “Them” and Start Being “Ushttps://eblingroup.com/blog/stop-being-them-start-being-us/

Unity Campaign –Research on Belonging and Connection

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The Little Things That Affect Our Work Relationshipshttps://hbr.org/2019/05/the-little-things-that-affect-our-work-relationships

The Surprising Power of Simply Asking Coworkers How They’re Doinghttps://hbr.org/2019/02/the-surprising-power-of-simply-asking-coworkers-how-theyre-doing

10 Workplace Trends You'll See In 2018https://www.forbes.com/sites/danschawbel/2017/11/01/10-workplace-trends-youll-see-in-2018/#24b9e474bf22

Slack Report: "What Employees Really, Really Want From You"https://hrnewslibrary.tradepub.com/free/w_slaa04/

Satisfy Your Employees' Desire To Connecthttps://www.forbes.com/sites/forbeshumanresourcescouncil/2017/02/09/satisfy-your-employees-desire-to-connect/#6f2116bf71db

How to Bring Out the Best in Your People and Companyhttps://www.gallup.com/workplace/232958/bring-best-people-company.aspx

Item 10: I Have a Best Friend at Workhttps://www.gallup.com/workplace/237530/item-best-friend-work.aspx

Why We Need Best Friends at Workhttps://www.gallup.com/workplace/236213/why-need-best-friends-work.aspx


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Cross-Silo Leadershiphttps://hbr.org/2019/05/cross-silo-leadership

Forming Stronger Bonds with People at Workhttps://hbr.org/2017/10/forming-stronger-bonds-with-people-at-work

A Lack Of Workplace Connection Is Costing Youhttps://www.forbes.com/sites/jeffboss/2018/05/08/a-lack-of-workplace-connection-is-costing-you/#65a350fb35da

Make Genuine Connections at Work, and Success Will Followhttps://www.entrepreneur.com/article/231725

All Business Is Personal: Employees Need Human Connections at Workhttps://www.entrepreneur.com/article/288623

How to Tell If Employees Really Feel Connected and Engagedhttps://www.inc.com/wanda-thibodeaux/how-to-engage-connect-employees-for-more-happiness-productivity.html

6 Characteristics of Inclusive Leadershttps://deloitte.wsj.com/cmo/2016/12/13/6-characteristics-of-inclusive-leaders/

Friends at Work? Not So Muchhttps://www.nytimes.com/2015/09/06/opinion/sunday/adam-grant-friends-at-work-not-so-much.html

Connecting at Workhttps://hbr.org/cover-story/2017/09/work-and-the-loneliness-epidemic

Vivek Murthy: How To Solve The Work Loneliness Epidemichttps://www.forbes.com/sites/danschawbel/2017/10/07/vivek-murthy-how-to-solve-the-work-loneliness-epidemic-at-work/#9c89aed71727


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The Work Humans Are Wired to Dohttps://www.psychologytoday.com/us/blog/the-gen-y-guide/201705/the-work-humans-are-wired-do

How feeling left out at work can affect your jobhttps://slackhq.com/how-feeling-left-out-at-work-can-affect-your-job

Making work tools feel more human, so people can thrivehttps://slackhq.com/making-work-tools-feel-more-human-so-people-can-thrive

The Research We’ve Ignored About Happiness at Workhttps://hbr.org/2015/07/the-research-weve-ignored-about-happiness-at-work

Study on High Quality Connections by Case Western U., Boston U., and U. of Michiganhttp://webuser.bus.umich.edu/janedut/High%20Quality%20Connections/POSHandbook-High_Quality_Connections.pdf

Q&A with Michael Lee Stallard: What is a Connection Culture?https://www.connectionculture.com/post/qa-with-michael-lee-stallard-what-is-a-connection-culture

Connection Culture: Restoring Navy Pridehttps://www.td.org/insights/connection-culture-restoring-navy-pride

America’s Loneliness Epidemic: A Risk to Individuals and Organizations https://www.govexec.com/management/2019/06/americas-loneliness-epidemic-risk-individuals-and-organizations/157805/

America’s Loneliest Workers, According to Researchhttps://hbr.org/2018/03/americas-loneliest-workers-according-to-research

Why You Should Care About Having Friends At Workhttps://www.huffpost.com/entry/work-relationships_n_3561568


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The Work Humans Are Wired to Dohttps://www.psychologytoday.com/us/blog/the-gen-y-guide/201705/the-work-humans-are-wired-do

We All Need Friends at Workhttps://hbr.org/2013/07/we-all-need-friends-at-work

9 Out of 10 People Are Willing to Earn Less Money to Do More-Meaningful Workhttps://hbr.org/2018/11/9-out-of-10-people-are-willing-to-earn-less-money-to-do-more-meaningful-work

Unity Campaign –Research on Health and Longevity

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Burnout at Work Isn’t Just About Exhaustion. It’s Also About Lonelinesshttps://hbr.org/2017/06/burnout-at-work-isnt-just-about-exhaustion-its-also-about-loneliness

The Painful Cycle of Employee Loneliness, and How It Hurts Companieshttps://hbr.org/2018/04/the-painful-cycle-of-employee-loneliness-and-how-it-hurts-companies

New Cigna Study Reveals Loneliness at Epidemic Levels in Americahttps://www.multivu.com/players/English/8294451-cigna-us-loneliness-survey/

The Secret Of Happiness Revealed By Harvard Studyhttps://www.forbes.com/sites/georgebradt/2015/05/27/the-secret-of-happiness-revealed-by-harvard-study/#7acbc6df6786

This 75-Year Harvard Study Found the 1 Secret to Leading a Fulfilling Lifehttps://www.inc.com/melanie-curtin/want-a-life-of-fulfillment-a-75-year-harvard-study-says-to-prioritize-this-one-t.html

Social Ties Boost Survival by 50 Percenthttps://www.scientificamerican.com/article/relationships-boost-survival/

Your relationships are just as important to your health as diet and exercisehttps://www.washingtonpost.com/news/to-your-health/wp/2016/01/05/your-relationships-are-just-as-important-to-your-health-as-exercising-and-eating-well/?utm_term=.ae693532dfae

5 Reasons Social Connections Can Enhance Your Employee Wellness Programhttps://www.forbes.com/sites/alankohll/2018/01/31/5-ways-social-connections-can-enhance-your-employee-wellness-program/#6e652799527c

The Potential Public Health Relevance of Social Isolation and Loneliness: Prevalence, Epidemiology, and Risk Factorshttps://academic.oup.com/ppar/article/27/4/127/4782506

Unity Campaign –Research on Nexus to Positive Organizational Outcomes

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Osin, E. N., Malyutina, A. V., & Kosheleva, N. V. (2016). self-transcendence facilitates meaning-making and flow: evidence from a pilot experimental study. Psychology in Russia: State of the art, 9(2).https://www.hse.ru/data/2015/03/11/1093742309/33PSY2015.pdf

Hornsey, M. J., Faulkner, C., Crimston, D., & Moreton, S. (2018). A microscopic dot on a microscopic dot: Self-esteem buffers the negative effects of exposure to the enormity of the universe. Journal of Experimental Social Psychology, 76, 198-207.https://ac-els-cdn-com.ezproxy.lib.uh.edu/S0022103117306200/1-s2.0-S0022103117306200-main.pdf?_tid=e7187899-9ef0-4777-9077-a211f55c5c3d&acdnat=1543516588_95d035a3f7390169bbc729320c04ae92

Innovation, high performance and diversityhttps://www2.deloitte.com/au/en/pages/human-capital/articles/creating-high-performing-leadership-teams.html

The diversity and inclusion revolution: Eight powerful truthshttps://www2.deloitte.com/insights/us/en/deloitte-review/issue-22/diversity-and-inclusion-at-work-eight-powerful-truths.html

Diverse teams are still *really* good for business, McKinsey sayshttps://techcrunch.com/2018/01/18/diverse-teams-are-still-really-good-for-business-mckinsey-says/

For These 50 Companies, Diversity Means Successhttp://fortune.com/2017/05/04/for-these-50-companies-diversity-means-success/

Diverse Teams Feel Less Comfortable — and That’s Why They Perform Betterhttps://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-they-perform-better

Research: CEOs with Diverse Networks Create Higher Firm Valuehttps://hbr.org/2018/04/research-ceos-with-diverse-networks-create-higher-firm-value


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Diverse Teams Feel Less Comfortable — and That’s Why They Perform Betterhttps://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-they-perform-better

Research: CEOs with Diverse Networks Create Higher Firm Valuehttps://hbr.org/2018/04/research-ceos-with-diverse-networks-create-higher-firm-value

The Other Diversity Dividendhttps://hbr.org/2018/07/the-other-diversity-dividend

McKinsey Report: Why diversity mattershttps://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters

McKinsey Report: Delivering through Diversityhttps://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx

McKinsey Report: Correlation between diversity and organizational successhttps://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-mattershttps://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/why%20diversity%20matters/diversity%20matters.ashx

The Business Case for Diversityhttps://www.eliinc.com/the-business-case-for-diversity/


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McKinsey Report: Correlation between diversity and organizational successhttps://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-mattershttps://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/why%20diversity%20matters/diversity%20matters.ashx

The Business Case for Diversityhttps://www.eliinc.com/the-business-case-for-diversity/

Top Management Team Diversity and Strategic Innovation Orientation: The Relationship and Consequences for Innovativeness and Performancehttps://www.abacademies.org/articles/Top-management-team-diversity-the-strategic-isomorphism-1939-6104-17-3-206.pdf

Top Management Team Diversity and Strategic Innovation Orientation: The Relationship and Consequences for Innovativeness and Performancehttps://www.abacademies.org/articles/Top-management-team-diversity-the-strategic-isomorphism-1939-6104-17-3-206.pdf

The Allocation of Talent and U.S. Economic Growthhttp://klenow.com/HHJK.pdf

Nike Has a Problem with Hiring and Promoting Women and Minorities to Senior Levelshttp://www.diversityinc.com/nike-has-a-problem-with-hiring-and-promoting-women-and-minorities-to-senior-levels?utm_campaign=wc-ip3

Air Force Academy leader: Why diversity?https://www.cnn.com/2018/02/14/opinions/air-force-academy-superintendent-why-diversity-opinion-silveria/index.html


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Teams Solve Problems Faster When They’re More Cognitively Diversehttps://hbr.org/2017/03/teams-solve-problems-faster-when-theyre-more-cognitively-diverse

Evidence for a Collective Intelligence Factor in the Performance of Human Groupshttps://science.sciencemag.org/content/330/6004/686

Collective intelligence: Improving top team effectivenesshttps://hrtimesblog.com/2017/02/15/collective-intelligence-improving-top-team-effectiveness/

The Two Traits of the Best Problem-Solving Teamshttps://hbr.org/2018/04/the-two-traits-of-the-best-problem-solving-teams

When two heads are better than one: Interactive versus independent benefits of collaborative cognitionhttps://www.researchgate.net/profile/Allison_Brennan2/publication/268790145_When_two_heads_are_better_than_one_Interactive_versus_independent_benefits_of_collaborative_cognition/links/54d3fa510cf2970e4e624802/When-two-heads-are-better-than-one-Interactive-versus-independent-benefits-of-collaborative-cognition.pdf?origin=publication_detail

Inclusion and Diversity = Better Decision Makinghttps://www.cloverpop.com/hacking-diversity-with-inclusive-decision-making-white-paper?utm_campaign=Forbes&utm_source=Forbes&utm_medium=Forbes%20Hacking%20Diversity%20White%20Paper

Cloverpop -- Hacking Diversity with Inclusive Decision Makinghttps://cdn2.hubspot.net/hubfs/2095545/Whitepapers/Cloverpop_Hacking_Diversity_Inclusive_Decision_Making_White_Paper.pdf

New Research: Diversity + Inclusion = Better Decision Making At Workhttps://www.forbes.com/sites/eriklarson/2017/09/21/new-research-diversity-inclusion-better-decision-making-at-work/#559c67a24cbf


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Cloverpop Infograph -- Hacking Diversity with Inclusive Decision Makinghttps://www.cloverpop.com/blog/infographic-diversity-inclusion-better-decision-making-at-work

Diversity and inclusion: The reality gap – Bersin by Deloittehttps://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html

Sodexo’s Gender Balance Study 2018https://www.sodexo.com/files/live/sites/sdxcom-global/files/PDF/Media/2018_Gender-Balance-Study_EN.pdf

Companies With More Women Board Directors Experience Higher Financial Performance, According to Latest Catalyst Bottom Line Reporthttp://www.catalyst.org/media/companies-more-women-board-directors-experience-higher-financial-performance-according-latest

Toyota Celebrates Teamwork and Inclusivity at the Special Olympics Unified Cuphttps://www.diversityinc.com/featured-partners/toyota-celebrates-teamwork-and-inclusivity-at-the-special-olympics-unified-cup?utm_source=WhatCounts&utm_medium=Email&utm_campaign=DI%20Newsletter%200716%202

Neurodiversity as a Competitive Advantagehttps://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage

Documents

Office of Diversity and Equal Opportunity (ODEO) NASA ... · – from a focus on insular ... NASA is positioned to provide American leadership . . . empowering industry and the international