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From YouTube: Accelerate your Culture of Innovation with Everyday Inclusion - Shaaron A Alvares, Disney
Description
Accelerate your Culture of Innovation with Everyday Inclusion - Shaaron A Alvares, Disney
Speakers: Shaaron A. Alvares
Based on 10 years of research on cognitive diversity and innovation, we know that safer and more inclusive DevOps teams perform and innovate better. Companies that have more diverse management drive 19% higher revenue due to greater innovation. Racially diverse teams outperform non-diverse ones by 35%. And 67% of job seekers look for evidence of inclusion and equality programs when considering a new company. Yet, leaders still struggle to create an inclusive environment for their teams. In this presentation, Shaaron will share effective and actionable practices to help DevOps teams and managers embody inclusion through everyday interaction and collaboration.
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
Hi
everyone
I
want
to
stop
thanking
the
city
foundation
and
our
sponsors.
Thank
you
so
much
for
making
this
awesome
event
possible.
Welcome
to
this
session
and
welcome
to
my
home
in
seattle,
washington,
we
are
going
to
talk
about
how
you
can
accelerate
your
culture
of
innovation
and
everyday
with
everyday
inclusion
and
belonging
practices.
I've
presented
this
topic
few
time
last
year
at
the
devops
enterprise
summit
at
the
devops
world
and
gitlab
commit,
and
I
added
some
content
for
today's
session.
So
thank
you
so
much
for
attending,
because
it's
a
really
important
topic.
A
My
name
is
sharon
alvarez
and
I
work
as
an
agile
and
devops
transformation
coach
at
disney.
I
am
also
an
editor
at
info
q
and
a
devops
advocate
at
the
devops
institute
and
at
the
city
foundation.
In
fact,
I
am
not
something
important.
I
am
not
an
hr
or
dni
professional,
but
that's
exactly
the
purpose
of
this
talk.
We
all
belong
and
anyone
can
and
should
influence
the
future
of
inclusion
in
technology.
A
First,
we
look
at
the
research
data
to
better
understand
the
impact
of
diversity
on
innovation.
Then
we'll
describe
some
practices
that
you
as
an
individual,
a
team
member
or
people
manager
can
literally
deploy
right
after
this
presentation
within
your
organization
to
drive
a
greater
sense
of
inclusion
and
belonging
without
within
your
teams.
A
So
before
we
start,
I
want
to
look
at
how
we
define
diversity
and
inclusion.
Diversity
here
is
not
limited
to
race
or
culture
or
gender.
It
includes
the
various
dimension
and
intersectionality
in
diversity.
We
include
a
diversity
of
cultures,
a
thought
and
strength,
age,
gender,
race,
sexual
orientation,
identification
and
many
more,
and
we
often
have
a
multiple
dimension
of
diversity.
A
A
We
know
that
organizations
that
foster
racially
and
cognitively
diverse
cultures,
outperform
non-diverse
ones
by
35
percent
and
organizations
where
men
and
women
are
equal
in
numbers
that
practice,
gender
equity
and
41
percent.
More
revenue
and
teams
that
operate
in
an
inclusive
environment
outperform
their
peers
by
a
staggering
80
percent.
A
So
there
are
various
reasons
for
that.
Cognitively
diverse
teams
are
more
likely
to
generate
unexpected
and
out-of-the-box
ideas.
They
are
able
to
empathize
better
with
various
cultures.
Therefore,
they
develop
products
tailored
to
a
diverse
and
global
customer
base,
and
they
prevent
bad
short-sighted
product
decisions.
A
In
fact,
the
dora
report
and
the
accelerated
book
published
global
data
in
the
last
three
to
four
years
that
showed
that
less
than
25
percent
of
the
devops
workforce
identifies
as
minority,
and
only
six
percent
in
fact
identifies
as
woman,
but
great
news.
We
have
two
major
opportunities
that
we
can
seize
now.
The
first
one
is
the
hiring
horizon
for
the
next
decade
and
the
second
opportunity
is
the
millennials
workforce.
A
We
know
that
the
technology
skill
gap
is
estimated
to
cast
the
u.s
economy
2.5
trillion
over
the
next
decade
and
that
2.4
million
jobs
will
be
unfilled
over
the
next
decade
as
well.
These
gaps
impact
negatively
productivity,
customer
services,
innovation
and
growth,
and
one
way
to
meet
these
strategies
and
grow.
A
They
are
going
to
represent
75
of
the
global
workforce
by
2025,
which
is
just
around
the
corner.
They
fully
recognize
the
relationship
between
cognitive
diversity
and
innovation
and,
in
fact
today
we
know
that
83
percent
of
millennials
are
actively
engaged
when
they
see
that
the
organization
foster
an
inclusive
culture
and
47
percent
of
them
are
actually
actively
looking
for
diversity
and
inclusion
proofs
when
sizing
up
potential
employers.
A
So
that's
right
in
order
to
attract
millionaires
and
a
diverse
type
and
diverse
talent.
We
need
to
ensure
that
we
have
an
inspirational,
robust
and
genuine
diversity
and
inclusion
strategy
in
place,
because
54
percent
of
women
research,
a
company's
diversity
and
inclusion
policies
before
accepting
an
offer
and
61
of
women,
specifically
investigate
companies,
leadership
team
before
accepting
an
offer.
That's
because
women
want
to
be
inspired
and
they
want
proof
that
their
hard
work
will
pay.
A
So
there
is
no
doubt
we
know
that
diversity
makes
teams
better.
It
makes
organizations
wealthier
and
more
resilient,
it
makes
leaders
more
trustworthy
and
it
is
the
right
human
and
social
thing
to
do
so.
Why
aren't
companies
more
diverse
and
inclusive
when
the
business
case
in
favor
of
diversity
and
inclusion
strengthens
every
year?
A
So
we
say-
and
we
just
heard-
that
diversity
equals
innovation
and
revenue,
but
does
it
really
well,
it
actually
doesn't
work
like
that.
Diversity
in
itself
won't
drive
innovation
and
that's
the
reason
why
hiring
diversity
in
itself
hasn't
led
too
much
progress
in
the
last
15
years.
So
the
equation
is
a
lot
more
complex
than
that.
We
need
diverse
teams,
yes,
but
we
also
need
a
team,
psychological
safety
plus
team,
inclusive
collaboration,
plus
managers,
inclusiveness
and
managers,
practice
of
equity,
and
that
leads
to
innovation
and
revenue
growth.
A
First,
we
are
unaware
of
how
teams
interact
and
how
they
perceive
their
current
inclusion
state.
So
daily
interaction
inform
about
inclusive
behaviors,
but
we
don't
track
these
at
work.
Then
team
leaders
are
not
actively
involved
in
fostering
inclusive
environment
and
finally,
inclusion
is
not
embedded
in
every
everyday
decision.
A
A
In
gather
data,
the
team
asked
themselves
what
it
means
to
them
to
be
an
inclusive
and
collaborative
team.
They
collect
this
information
on
stickies
or
on
an
online
board,
and
that's
why
here
on
the
side
you
can
see.
I
used
idea
boards,
which
is
an
online
board,
so
we
can.
We
can
actually
practice
this
activity
from
anywhere.
We
don't
need
to
be
in
the
same
room.
It's
really
important
to
identify
tactics
and
actionable
behaviors
that
the
team
can
apply
every
day
in
their
day-to-day
work
and
interactions,
not
values
or
vague.
A
Behaviors
such
as
we
matter
or
we
listen.
We
listen
is
great,
but
who
do
we
listen
to
and
how
do
we
listen?
What
does
that
look
like,
for
example,
some
of
the
best
actionable
behaviors
I've
seen
and
that
you
can
see
on
this
board
are
don't
interrupt
when
someone
is
speaking
during
your
meeting.
Let
them
finish
ensure
that
they
are
understood
by
validating
what
they
say
and
then
share
your
opinion.
A
In
step,
two
generate
insights
that
the
team
reviews
the
tactics
collected,
discusses
and
clarify
these
combines
them
when
they
are
duplicates,
it's
not
an
easy
exercise
to
do,
and
it
requires
in
fact
a
lot
of
inclusive
conversation
and
decision
making,
then,
because
we're
trying
to
develop
a
roadmap
for
becoming
more
inclusive,
the
team
that
votes
on
the
tactics
they
lack
and
they
want
to
prioritize
here.
I
use
the
the
ideas
boards
to
run
the
entire
activities
and
we
can
also
do
dot
voting
with
that
tool.
A
So
teams
can't
reasonably
improve
on
30
different,
inclusive
behaviors
at
a
time
right,
just
like
a
retrospective,
so
we
ask
them
to
pick
the
top
five
behaviors
of
practice
that
they
voted
on
and
that
they
want
to
prioritize
and
work
on
here.
So
so
in
decide
what
to
do.
That's
the
the
second
step,
the
last
the
third
step
in
decide.
What
to
do.
The
team
decides
how
they
want
to
work
on
these
prioritized
behaviors.
A
A
practice
I
implant
implemented
with
few
teams,
is
to
add
the
top
five
behaviors
in
a
table
and
review
it
at
the
end
of
each
screen.
Generally,
every
two
springs
during
the
retrospectives,
the
team
discuss
which
behavior
they
want.
They
do
well,
which
one
they
need
to
focus
on
by
voting
with
a
thumbs
up,
turns
sound
or
turn
sideways.
A
A
We
can
also
deep
dive
in
some
of
those
specific
behaviors.
I
work
with
teams
who
wanted
to
dive
to
drive
more
accountabilities
and
more
results.
In
fact,
they
wanted
to
identify
action.
They
can
do
to
model
the
most
voted
on
tactics,
so
a
team
selected
when
we
have
a
strong
reaction
to
someone.
We
check
our
assumptions
and
ask
ourselves
why
we
have
those
reactions
so
to
do
this,
they
identified
three
questions
to
deep
dive
into
that
practice.
They
identified
three
questions
that
they
would.
A
They
would
ask
themselves
when
they
face
this
situation
and
those
three
questions
were
really
impactful.
Could
I
be
wrong
in
my
perception
of
the
situation?
What
do
I
know
about
myself
that
may
have
triggered
this
reaction
and
in
what
other
ways
could
I
have
responded
to
this
person?
Personal
situation.
A
The
outcome
of
this
exercise
were
very
beneficial.
The
practice
created
a
shared
understanding
of
what
inclusion,
belonging
and
collaboration
meant
to
everyone
on
the
team.
It
improved
awareness
of
behaviors.
It
made
it
very
clear
that
actualizing
inclusion
is
the
responsibility
of
everybody
on
the
team
and
it
improved
the
team's
trust
sense
of
psychological
safety
and
their
decision
velocity
as
well.
A
A
For
these
reasons,
allow
your
team
to
define
the
game
and
the
inclusive
behaviors
they
want
to
display
and
that
are
based
on
their
team
experience
and
becoming
more
aware
and
more
inclusive,
won't
happen
overnight.
But
inclusive
collaboration
must
be
leave
every
day
during
every
interactions
and
decisions,
managers
need
to
support
the
teams,
inclusive
investments
and
dedicate
time
for
it
and
finally
make
these
practices
open
and
transparent,
don't
hesitate
to
share
and
post
the
work
on
a
shared
repository.
A
A
This
is
a
real
situation
by
the
way
I
was
part
of
a
few
years
ago,
two
directors
and
a
scrum
master
and
a
senior
manager.
All
caucasian
interviewed
several
technical
project
managers,
scrum
masters
for
a
product
and
devops
team.
They
landed
on
two
candidates,
but
really
we're
not
hundred
percent
sure
about
the
final
decision.
A
The
result
was
eye
opening
for
the
team
and
for
the
managers.
You
are
certainly
familiar
with
the
say:
we
recruit
in
our
own
image,
so
right
after
they
interviewed
both
candidates.
Hundred
percent
of
the
team
unanimously
agreed
that
sangita
performed
way
better
than
david.
There
was
no
doubt
among
the
team,
especially
in
terms
of
the
candidate
heart
skills.
A
They
spent
an
hour
with
the
with
the
the
each
candidate,
but
based
on
sangeeta's
interaction
with
the
with
the
entire
team.
They
felt
that
she
had
always
been
on
the
team,
so
this
experience
was
a
real
success.
Everyone
on
the
team
felt
valued
trusted
empowered
to
make
an
important
decision
that
impacted
them
and
everyone
bought
into
the
the
decision.
A
So
there
are
many
other
opportunities
that
managers
can
use
to
include
their
teams
in
hiring
decisions
where
they
can
help
remove
hiring
biases
managers
can
include
their
teams
in
reviewing
resumes
and
even
in
drafting
job
descriptions
to
make
sure
that
these
are
more
inclusive.
Managers
can
also
partner
with
other
managers
to
design
an
inclusive
bar
razer
program.
A
Amazon
has
a
bar
raiser
program,
but
not
specifically
dedicated
to
inclusion.
An
inclusion
bar
raiser
program
is
an
is
a
bar.
Raiser
is
an
outside
of
the
team
interviewer
who
is
brought
into
the
hiring
process
as
a
neutral
torque
party
that
helps
keep
assumption
and
unconscious
bias
in
czech.
So
by
bringing
in
by
bringing
in
somebody
who
is
not
associated
with
the
team
and
the
manager,
we
ensure
that
we
hire
for
culture
ad
and
innovation
and
not
for
culture
think,
and
we
are
therefore
more
likely
to
make
objective,
inclusive
and
better
long-term
hiring
decisions.
A
So
the
third
opportunity
I
want
to
touch
on
are
the
developer
relation
or
advocate
walls,
developer
or
devops.
Advocates
are
really
important,
influencers
and
disruptors
in
the
in
the
industry.
A
lot
of
companies
have
those
roles.
Now
they
contribute
in
designing
the
future
of
technology
and
culture
and
internally
they
navigate
across
a
wide
range
of
strategic
stakeholders
from
project
devops
product
marketing.
They
interact
with
managers
and
leaders
and
they
have
a
unique
relationship
with
users
and
with
the
communities.
A
A
Are
you
looking
for
candidates
in
all
the
wrong
places
by
chloe
condon
and
include
lesson
learned,
creating
an
inclusive
space
in
a
decade
old
community
by
a
sci
brand?
Both
videos
are
talks
are
amazing.
I
highly
recommend
you
to
watch
them.
It
literally
takes
a
great
deal
of
courage
to
speak
about
inclusion
at
technology
conferences
and
with
developers
communities.
So
we
need
to
support
and
encourage
these
initiatives.
A
As
a
conclusion
and
key
takeaways
inclusion
is
real
and
it's
not
going
away.
Inclusive
collaboration
is
critical
to
drive
safety,
innovation
and
resilient
cultures.
Understanding
and
actualizing
inclusion
and
belonging
at
the
workplace
is
everybody's
responsibility
and
it
needs
to
be
embedded
in
everyday
work.
Processes
and
interaction
managers
need
to
model
the
behaviors
so
know.
Each
person
on
your
team
equally
invest
harder
in
people
that
are
different
from
you
and
include
your
team
in
important
decisions
that
impact
them
again.
A
We
can
all
contribute
and
influence
the
future
of
inclusion
at
the
workplace,
and
this
is
how
you
can
help
technology
needs
inclusive
managers
more
than
ever
test
these
practices,
with
your
teams
together,
design
and
implement
everyday
inclusive
practices,
make
a
safe
and
inclusive
collaboration,
not
just
a
priority,
but
the
priority
on
your
teams.
Prioritize
and
embed
inclusion
in
your
hiring
plans
immediately
and
for
the
next
five
years
and
spread.
The
word
talk
about
inclusion
and
safety
at
work
and
talk
about
inclusion
and
belonging
and
equity
at
conferences.
A
A
Yet
the
vast
majority
of
technology
people
managers
today
are
men
and
caucasians
so
coca.
It's
an
organization
that
specializes
in
a
research
in
a
diversity
and
inclusion.
They
release
a
very
interesting
study
about
men's
interest
and
engagement
in
diversity,
title
what
majority
men
really
think
about
diversity
and
inclusion.
Men
look
at
in
the
study.
Men
were
categorized
into
three
archetypes
detractors,
persuadable
and
true
believers.
A
Detractors
were
those
who
said.
Dni
was
not
at
all
important
and
they
were
ten
percent
of
the
sampled
surveyed.
Persuade
a
girl
said:
dni
is
not
very
or
somewhat
important
and
they
were
48
of
the
sample
and
true
believers
said:
dni
is
very
or
extremely
important
and
they
were
42
percent,
which
is
a
fairly
high
percentage.
A
A
A
The
second
talk
is
by
bridget
and
clayton
from
pivotal.
They
share
tactical
practices
that
anyone
can
leverage
and
that
are
very
easy
to
implement
and
the
last
but
not
least,
john
skeet
from
google
delivered
a
five-minute
lightning
talk.
Titled,
listen
amplify,
make
space,
learn
and
act
in
collaboration
beautiful,
so
I'd
be
happy
myself
to
help
anyone
submit
inclusion
proposals
at
conferences,
so
please
make
inclusion
a
priority
and
come
back
next
year
to
share
your
inclusive
practices.
All
of
you
not
just
women
and
minorities.
A
A
Hey
hi
everyone.
Thank
you
for
attending
the
the
talk,
I'm
so
glad
to
get
a
chance
to
have
a
few
minutes
face
to
face.
Do
you?
Let
me
know
if
you
have
any
questions,
I'd
love
to
use
a
topic
that
I'm
very
passionate
about.
It's
again,
it's
not
my
profession,
but
it's
really
important
so
and
I'm
very
passionate
about
it.
A
A
Yeah,
I'm
not
sure
if
you
can
hear
me
so,
oh
awesome,
you
can
hear
me
awesome,
so
I
get
back
to
the
chat
so
yeah,
absolutely
you
know
the
the
first
thing
is
to
have
a
topic,
something
about
inclusion
or
a
belonging.
It
could
be
something
really
simple,
such
as
what
does
belonging
mean
to
you.
What
does
belonging
means
to
your
organization
and
describing
what
it
is,
because
we
don't
have
enough
information
about.
A
You
know
what
it
mean
exactly
once
you
have
a
topic,
it's
great
to
have
an
outline,
a
proposal,
and
once
you
have
that,
I
encourage
you
to
submit
to
some
technology
conferences
there.
There
are
a
lot
of
technology
conferences
and
have,
and
I'm
happy
to
give
you
the
link
of
a
site
that
actually
lists
all
of
the
technology
conferences
in
the
world.
A
But
some
of
them,
I
recommend,
is
obviously
the
cdcon,
the
devops
world,
gitlab
and
and
so
on,
and
submit
as
many
proposal
as
you
can,
because
you
we
don't
know
if
we
are
accepted
right.
So,
but
it's
a
really
important
topic-
and
I
saw
that
many
many
conferences
are
very
interested
in
that
topic
and
they
encourage
actually
people
to
talk
about
it.
So
you
have
a
great
chances
to
be
accepted
but
again
think
about
a
topic
and
an
angle,
and
I
talk
to
people
you
can
talk
to
me
but
talk
to
people
about
hey.