describe each best practice from student one and explain why each is vital to a successful intervention. Support your position with the use of one additional outside source. Use references and citations: Student one If I were training an organization, I would lean on three practical takeaways from Gino and Coffman (2021) and Lam et al. (2022) to strengthen inclusivity. Firstly, hands-on tools for understanding and managing unconscious bias are a must. This means setting up training that doesn't just talk about bias but actively engages employees with role-playing exercises that mirror real-life situations they might face at work. Secondly, this isn't a one-off training; it's a continuous process. Based on what Gino and Coffman (2021) suggest, I'd put in place ongoing initiatives like mentorship programs and regular group discussions to keep the lessons fresh and top of mind. Lastly, taking a cue from Lam et al. (2022), I'd focus on making sure that when it comes to decisions about pay or performance, there's a clear and fair system that everyone understands. This way, decisions are made with input from a mix of people, which helps to keep things balanced and fair. By weaving these ideas into the fabric of an organization, I aim to help build a workplace where everyone feels included and valued. Richy References: Gino, F., & Coffman, K. (2021). Unconscious Bias Training That Works. Harvard Business Review, 99(5), 114–123. Lam, L., Bonnie Hayden Cheng, Bamberger, P., & Man-Nok Wong. (2022). Research: The Unintended Consequences of Pay Transparency. Harvard Business Review Digital Articles, 1–7.
describe each best practice from student one and explain why each is vital to a successful intervention. Support your position with the use of one additional outside source. Use references and citations:
Student one
If I were training an organization, I would lean on three practical takeaways from Gino and Coffman (2021) and Lam et al. (2022) to strengthen inclusivity. Firstly, hands-on tools for understanding and managing unconscious bias are a must. This means setting up training that doesn't just talk about bias but actively engages employees with role-playing exercises that mirror real-life situations they might face at work.
Secondly, this isn't a one-off training; it's a continuous process. Based on what Gino and Coffman (2021) suggest, I'd put in place ongoing initiatives like mentorship programs and regular group discussions to keep the lessons fresh and top of mind.
Lastly, taking a cue from Lam et al. (2022), I'd focus on making sure that when it comes to decisions about pay or performance, there's a clear and fair system that everyone understands. This way, decisions are made with input from a mix of people, which helps to keep things balanced and fair.
By weaving these ideas into the fabric of an organization, I aim to help build a workplace where everyone feels included and valued.
Richy
References:
Gino, F., & Coffman, K. (2021). Unconscious Bias Training That Works. Harvard Business Review, 99(5), 114–123.
Lam, L., Bonnie Hayden Cheng, Bamberger, P., & Man-Nok Wong. (2022). Research: The Unintended Consequences of Pay Transparency. Harvard Business Review Digital Articles, 1–7.
AI-generated content may present inaccurate or offensive content that does not represent bartleby’s views.
Unlock instant AI solutions
Tap the button
to generate a solution
