Framing DEI Globally
summary
Claim: diversity alone often reduces early team performance unless paired with psychological safety. Evidence: Amy Edmondson–style research and a Chelsea Troy rubric are used to evaluate practices. Concrete practices: frame meetings as information-sharing, require deep listening and open questions, use rituals like a Talking Stick to prevent interruption, bridge personal goals to project goals. Built outcome: a global Asian Network with chapters and documented risk that change vanishes without formal structural policies.
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chapters (13)
- 0:00DEI globally
- 2:34DEI work at Red Hat
- 8:13Common DEI needs worldwide
- 10:17Psychological safety defined
- 13:27Why diversity alone doesn’t guarantee success
- 15:18Equitable information sharing
- 18:31Bridging boundaries with teams
- 20:36Evaluating team safety
- 24:50Using alternative perspectives
- 27:16Organizational structure in DEI
- 29:45Contact theory for relationships
- 31:52Safe spaces for DEI
- 33:17Q&A
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