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Advancing Meaningful DEI Outcomes within SCP

Advancing Meaningful DEI Outcomes within SCP

By: Ryan C. Warner, PhD, CRC

Recent events, grounded in historical context, have served as a catalyst for organizations to take notice and directly address the problem of inequities within our workplaces. As psychologists, it has been the status quo to acknowledge that diversity, equity, and inclusion (DEI) are important and should be ingrained in every aspect of our work. Serving as DEI champions should be intentional and deliberate throughout our consulting practices. And within this context, questions may surface that trigger spirited discussion. For example, what actions do we intentionally and deliberately engage in on an ongoing basis to enhance DEI when working with individuals, teams, and organizations? What exactly are diversity, equity, and inclusion anyway? And, as psychologists, how do we lead change that inspires and invigorates others?

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Consulting White: Self-Exploration and Growth

Consulting White: Self-Exploration and Growth

By Laurie B. Moret

Dr. John Fulkerson grew up in the deep south. His early life experiences in a racially segregated community introduced him to a biased society before he had language for it.  While not everyone in his family bought into this way of thinking, some did and he was aware of discrimination. He noticed that he had limited contact with people with skin colors different from his own, and he noticed racist movies, language and stories in his surroundings. His deeper self-exploration started in college when he took a course on Differential Psychology, and in recent years, his interest in understanding those parts of his past has grown and deepened to inform how he approaches work and life.

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A Personal Perspective on Differences An Interview with Dr. Greg Pennington

A Personal Perspective on Differences An Interview with Dr. Greg Pennington

I asked Dr. Pennington about how he got involved in DE&I work and to share his perspectives on the topic. He began by stating that he believes DE&I is a broadly defined term that is about more than just race and gender. He shared that his particular area of interest is around people of color. This is in part because race has played such a significant role in the history of the United States and because of his personal identify as a Black man. He talked about how Black Americans have been seen as having particular roles and functions, causing them to be viewed as “less than”. There is a history of attitudes around race that has evolved over time, yet there are “layers” of inequity and inequality that Blacks in our country have and continue to experience. 

He states that “race has been a real barometer” in terms of what our country has done with people of color in the diversity space. Race is the defining marker around how willing organizations are to believe that Blacks are capable and equal to others. It is not enough to say that a corporation has done its fair share of hiring people of color – the defining factor is how those people of color are regarded and treated, and whether they truly have a seat at the table when it comes to decision-making and opportunities. Dr. Pennington believes that a true Litmus test for corporations is how willing they are to accept and appreciate differences – one might add that not only is it about this willingness, but it is also about recognizing that when those differences are valued as strengths to leverage, they become critical assets for organizations. Perhaps, even a company’s competitive advantage.

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Shoulder to Shoulder: A Deeper Understanding of Diversity, Equity, and Inclusion with Dr. Karen Y. Wilson-Starks

Shoulder to Shoulder: A Deeper Understanding of Diversity, Equity, and Inclusion with Dr. Karen Y. Wilson-Starks

When it comes to race, allyship and activism, many of us ask ourselves and our consulting psychologist colleagues, “what should we do?” Our hearts and intentions are squarely in the right place when we ask this question. Yet, there is so much more to social change than simply acting. Our actions and choices in consulting psychology can and will make a difference; however, we must not be so quick to act without deeper understanding. Just as we would advise our clients: we mustn't act hastily, nor should we stay idle just to collect more information. Progress through activism depends on understanding, so what exactly should we better understand? 

When this question was posed to Dr. Karen Y. Wilson-Starks, a rich discussion emerged about the diversity of experiences in the United States. Imagine an esteemed friend and colleague whom you admire, respect, and deeply trust being followed by grocery store employees, suspected of theft. Place yourself in the passenger seat of your friend’s car, while pulled over by police, and watch verbal commands be barked at them. Picture your colleague being told they are in the “wrong line” boarding a plane because it’s first class priority. Imagine your friend on their afternoon jog, tackled by police for suspecting them as a criminal in the high end neighborhood where they live. These and many similar situations are happening to our colleagues each day because of the color of their skin. 

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CPJ Spotlight: A New Model of Leadership-as-Practice Development for Consulting Psychologist

CPJ Spotlight: A New Model of Leadership-as-Practice Development for Consulting Psychologist ¹

            We are living in the midst of a leadership crisis. This crisis stems from a misunderstanding about what leadership is. This misunderstanding can be seen across organizations, from corporations to governments, and is perpetuated, in part, by the Leadership Development (LD) Industry. What we see today is the result of a hyper-focus on individualized leadership, which occurs when leaders are selected for their attractive qualities. The way out of this problem is the understanding that true leadership involves dynamic interpersonal processes and can only be effective by the empowerment of the communities which leaders serve.

            The Leadership Development industry has fallen into the trap of individualized leadership through the widespread use of competency-based models. While personal characteristics (such as traits, styles, behaviors, and competencies) are necessary building blocks of leadership, they should not be confused with leadership itself. Leadership, above all, is about achieving results. This necessitates the ability to adapt to the ever-changing social and political context of the day.

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Strategies for Facilitating Conversations on Race

Strategies for Facilitating Conversations on Race

Throughout my experiences, I have seen first hand how difficult it is to facilitate conversations about race and racism. As a Black male, I personally find it challenging to express my racial experiences and perspectives to others who may not share similar backgrounds. Facilitating these conversations may often involve tension, conflict, and fear which contributes to discomfort. This may mitigate the probability of continuing dialogue. No matter what setting these conversations take place, both the facilitator and participants may bring emotional experiences along with their deeply held values and beliefs into the room. Throughout my previous experiences, I have collected valuable resources and takeaways that have prepared me to become more comfortable with the discomfort that comes with leading conversations about racism, privilege, and power. The following are suggestions for facilitating productive conversations on race.

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CPJ Spotlight: Coaching C-Suite Executives and Business Founders

News from the Society of Consulting Psychology:

Coaching C-Suite Executives and Business Founders
Psychologists working as coaches provide distinct value to high-level executives

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fMRI Brain Scans Reveal Most Effective Motivational Techniques

News from the Society of Consulting Psychology:

fMRI Brain Scans Reveal Most Effective Motivational Techniques
Compassionate/visioning approach to managing, coaching, teaching and parenting may work best

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CPJ Spotlight: Operational Psychologists Coach Special-Operations Forces

Operational Psychologists Coach Special-Operations Forces
Psychologists help train the most elite military members to help maximize mission success 

Synopsis: Some of the most elite members of the American military are those in the special-operation forces (SOF), including Navy SEALS, Army Green Berets, and Air Force Air Commandos. These SOF members must have an impressive skill set ranging from reconnaissance and weapons expertise to diplomacy and comfort with cultural diversity. The grueling assessment and training of these soldiers and support staff is not only physically taxing but also mentally and emotionally challenging, highlighting the importance of the decades-long work operational psychologists (OP) have done to assist in the selection and training of these top-performing military personnel.

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CPJ Spotlight: Coaching Advances Physician Careers and Improves Patient Outcomes

Coaching Advances Physician Careers and Improves Patient Outcomes
Emotional and Mental Skills Facilitate Peak Performance

Synopsis:

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CPJ Spotlight: Sport Psychology Allows Team USA Athletes to Achieve Peak Performance

Sport Psychology Allows Team USA Athletes to Achieve Peak Performance
American psychologists work with athletes on the field and in the gym to help bring home medals 

Synopsis: Sport psychologists have been working with the United States Olympic Committee (USOC) to provide athletes with a competitive edge. A cadre of psychologists employed by the USOC works with athletes and coaches to help them achieve peak performance. These psychologists employ a host of methods, including mindfulness, competitive simulation, and virtual reality to make sure that the athletes are ready for any possible scenario.

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The Neuroscience of Consulting

The Neuroscience of Consulting

Dr. Ken Nowack (www.envisialearning.com), co-editor of Consulting Psychology Journal: Practice & Research, was recently interviewed by an influential journalist/blogger.  The primary topic was the research contained in a special CPJ issue about the neuroscience of consulting, including coaching, psychological safety/interpersonal trust, habit/behavior change and enhancing employee resilience. 

Here’s what he had to say about the special issue and particularly interesting findings in several of the articles:

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What the Christmas Trees in Zanzibar Hotels Teach Us About Good Leadership and Inclusion

By: Rehman Y. Abdulrehman, Ph.D., C.Psych. 

While consulting to the Minister of Health of Zanzibar and the State University of Zanzibar this December, I noticed something peculiar here. In hotel lobbies across the island, there are Christmas trees of all shapes and varieties. But the island is almost 99 percent Muslim, with almost all of the hotels run by families who are not Christian, or from cultures that would celebrate Christmas. The answer of why then they have Christmas trees in the lobbies of a predominantly Muslim region of the world, may seem obvious. But it also provides us insights, we may not have considered, for leadership in diverse settings.

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Inclusion at Work

By: Bernardo M. Ferdman, Ph.D.

Inclusion at Work

Why should we care about diversity and inclusion?

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The Neuroscience of Trust: Why it Matters for Teams and Organizations

By: Paul Zak, Ph.D.

Why isn't work an adventure? For many people, work sucks. The polite term for sucky work is that labor generates "disutility." Even that word "labor" conjures fatigue-inducing physical exertion. But still we can ask the question: Why isn't your job making you happy? 

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Emotions - Keep them in or Let them Out?

By: Kenneth Nowack, Ph.D.

Any emotion, if it is sincere, is involuntary.  Mark Twain
Have you ever experienced leaders who seem to lose it during meetings or tense interactions with others–emotions spewing out of them like hot lava leaving an active Mount St. Helens? Or, dealing with those analytical, controlled and “closed” leaders who always appear to be emotionally constipated?

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The Advantages of (Engaged) Workaholics

By: Kenneth Nowack, Ph.D.

Is there such a thing as healthy Type A workaholics

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Burnout

By: Tom Muha

Are you working hard to build a career you love, but feeling stressed and exhausted? You could be burning out. The physical and emotional price you’ll pay means that you’re more likely to end up in a doctor’s office than a corner office. Here’s a checklist of signs your job is taking a toll on your wellbeing:

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You want to be a consultant. Do you have the right stuff?

By: Greg Pennington, Ph.D.

I have had the privilege of co-facilitating a presentation at the annual Consulting Psychology Conference and at the APA National Convention for the past several years on transitioning into consulting. One frequent question has been “how to I know I have the right stuff?”

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Developing Employee Resilience Through Organizational Initiatives

By: Joana R. C. Kuntz

In the early hours of September 4, 2010, I was abruptly awakened by a deafening roar and violent jolts that lasted almost a minute. This 7.1-magnitude earthquake was the first of more than eleven thousand seismic events that shook the Canterbury region in New Zealand to its core over the next two years. These left an indelible mark on the community, from substantial infrastructure damage to disrupted businesses and services. The Canterbury earthquakes posed a major resilience test for the region’s infrastructure and people, the latter evident in reports of significant declines in mental health and well-being.

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