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Diversify Tech
A collection of resources for underrepresented people in tech. Once a week, we’ll send you upcoming conference scholarships, events, education scholarships, job opportunities, and more.
diversity  technology  underrepresentedpeople  diversifytech 
7 minutes ago by actionhero
The Ecological Impact of Browser Diversity
Early in my career when I worked at agencies and later at Microsoft on Edge, I heard the same lament over and over: "Argh, why doesn’t Edge just run on Blink? Then I would have access to ALL THE APIs I want to use and would only have to test in one browser!" Let me be clear: an Internet that runs only on Chrome’s engine, Blink, and its offspring, is not the paradise we like to imagine it to be.
fridayfrontend  browsers  edge  chrome  microsoft  google  ecology  diversity 
45 minutes ago by spaceninja
Shut up about diversity – Dora Militaru – Medium
My local web performance community group hosted a Christmas event. I offered the following lightning talk: I can remember three times I felt particularly wimpy in 2017. Donald Trump’s presidential inauguration coincided roughly with my birthday.
IFTTT  Pocket  diversity  equality  inclusivity 
3 days ago by garrettc
Twitter
RT : Skills Matter is proud to announce our 2019 Plan for those from traditionally under…
Scholarship  Diversity  iOSCon  from twitter
4 days ago by smatthewman
The Biases That Punish Racially Diverse Teams | https://hbr.org/
One possibility for this failure is that the purported benefits of diversity are more hype than reality, but that’s unlikely given the ample research that speaks against this claim. Racially diverse groups of jurors exchange a wider range of information during deliberations than racially homogeneous groups, for example. Diverse groups of traders are less likely to make inaccurate judgments when trading stocks. Gender diversity in top management teams improves firm performance, especially when innovation is a strategic focus. And our own past research helped establish the fact that the mere presence of diversity can lead groups to work harder, share unique perspectives, be more open to new ideas, and perform better, especially when groups need to share information and resolve differences of opinion.

The findings were striking. When reading a transcript with pictures revealing the group’s composition, racially diverse teams were perceived as having more relationship conflict than homogeneous ones. And they were less likely to receive additional resources because of these biased perceptions of conflict — even though the objective content of the group interaction was exactly the same.

Diverse groups were perceived as having more relationship conflict, and because of this, financial resources were less likely to be given to them than to homogeneous groups. The diverse groups were handicapped, potentially derailing future success.

So what can organizations do to combat this bias against diverse groups? At a basic level, an important first step is to cultivate an awareness of this bias in those responsible for evaluating diverse teams. [...]

Second, managers should rely upon clear standards of performance set before — not during — group observation instead of making performance and resource determinations in the middle of the process. [...]

Finally, a little advice for the diverse teams themselves: You have to play offense and ensure that managers see and value when things are going smoothly on the team.
teamwork  collaboration  diversity  multiculturalism  bias  racialbais  management 
4 days ago by kme
Diverse Teams Feel Less Comfortable — and That’s Why They Perform Better | https://hbr.org/
Via: "To Pair or Not to Pair: Pair Programming" - https://www.youtube.com/watch?v=u_eZ-ae2FY8
With so much at stake, why aren’t these companies making more headway? One reason could be that, despite the evidence about their results, homogenous teams just feel more effective. In addition, people believe that diverse teams breed greater conflict than they actually do. Bringing these biases to light may enable ways to combat them.
After collectively naming their suspect, members individually rated aspects of the discussion. More diverse groups — those joined by someone from outside their own fraternity or sorority — judged the team interactions to be less effective than did groups joined by insiders. They were also less confident in their final decisions.

Intuitively, this makes sense: On a homogenous team, people readily understand each other and collaboration flows smoothly, giving the sensation of progress. Dealing with outsiders causes friction, which feels counterproductive.

But in this case their judgments were starkly wrong. Among groups where all three original members didn’t already know the correct answer, adding an outsider versus an insider actually doubled their chance of arriving at the correct solution, from 29% to 60%. The work felt harder, but the outcomes were better.

In fact, working on diverse teams produces better outcomes precisely because it’s harder.
This idea goes against many people’s intuitions. There’s a common bias that psychologists call the fluency heuristic: We prefer information that is processed more easily, or fluently, judging it to be truer or more beautiful. The effect partially explains that we gain greater appreciation of songs or paintings when they become familiar because they’re more easily processed. The fluency heuristic leads many people to study incorrectly; they often simply reread the material. The information becomes more familiar without much effort, and so they feel that they’re learning. But in a 2011 study students performed better on a test after studying the text once and then trying to recall as much as they could, a strenuous task, than they did by repeatedly going over the text, even though they predicted that rereading was the key to learning. Similarly, confronting opinions you disagree with might not seem like the quickest path to getting things done, but working in groups can be like studying (or exercising): no pain, no gain.
In one study MBA students were asked to imagine that they were comanaging several four-person teams of interns, and that one team had asked for additional resources. They saw photos of the members, depicting four white men, four black men, or two of each. They then read a transcript of a discussion among the group and rated the team on various factors. Teams of four white men and four black men were seen as having equal levels of relationship conflict, but the diverse teams were seen as having more relationship conflict than the homogeneous teams, even though everyone had read the same transcript.
For example, research suggests that when people with different perspectives are brought together, people may seek to gloss over those differences in the interest of group harmony — when, in fact, differences should actually be taken seriously and highlighted. In a 2012 study teams of three were tasked with generating a creative business plan for a theater. On some teams, members were assigned distinct roles (Artistic, Event, and Finance Manager), thus increasing diversity of viewpoints. These teams came up with better ideas than homogeneous teams — but only if they’d been explicitly told to try to take the perspectives of their teammates. They had to face up to their differences in order to benefit from them.
Another way to take advantage of differing viewpoints is to highlight the value of multiculturalism. One 2009 study looked at support for multiculturalism versus colorblindness in nearly 4,000 employees in 18 work units at a large U.S. health care firm. The more that workers agreed that “employees should recognize and celebrate racial and ethnic differences” and the more they disagreed that “employees should downplay their racial and ethnic differences,” the more that minorities in those units reported feeling engaged in their work. In another 2009 study, pairs of students, one white and one Aboriginal Canadian, were teamed up for a conversation. Prefacing the meeting with a message supporting multiculturalism (versus no message) made the meeting more positive, while a message endorsing colorblindness led whites to turn negative toward their minority partners.
teamwork  diversity  cognitivebias  bias  pairing  pairprogramming  groupthink  fluencyheuristic  nopainnogain  multiculturalism 
4 days ago by kme
The Power of Alternative Perspectives
"And yet, it’s easy to ignore. For example, the recognition of the value of diversity continues to grow–but can we quantify the impact? And do we integrate it into our processes? Maybe we make a focused effort to hire more women, or more minorities, or more experienced (older) people, or veterans–but what next? Embracing diversity is a mindset. But do you take the next step and integrate diversity into your practices (for example, making sure that review, brainstorming, and team efforts always include diverse participants? Do you look at how your technology (or if you even have technology) that helps make this easier to do–and to prove the value of? Do you ever invite people from other departments to product meetings?"
go-to-market  collaboration  decision  making  diversity  teams 
5 days ago by jonerp

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