To build a genuinely meritocratic system, it is not enough to claim the value of meritocracy. You need to design processes and policies in a way that limits the opportunity for biases and prejudices to come into play, and that often means relying more on algorithms, transparency, and accountability and less on managerial discretion.
Most of the bias in an organization doesn’t spur form bigotry, racism, or outgroup derogation. It is merely a convenience that is at fault. We prioritize what is comfortable, what is known, and therefore we favor those in our in-group.
Have you hired a diverse team, and you can’t see any benefits for the organization? If that is all you have done, then chances are
Hiring for cultural richness can be a bit counterintuitive when we are conditioned to hire for cultural fit. Cultural fit helps to remove friction from
The words sense of urgency have a bad rap. They are often used as a managerial mumble-jumble by incompetent managers who don’t know how to
Recognition refers to the actions and words that a manager or colleagues use to acknowledge and appreciate each other work. We are generally motivated when