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Share an experience where you felt Belonging in the workplace ?

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Share an experience where you felt Belonging in the workplace ?

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Belonging is feeling accepted, valued, and included in an organisation. Fostering a sense of belonging requires centering, valuing, and amplifying the voices, perspectives and styles of those who experience more barriers based on their identities.

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Developing a shared articulation of what JEDIB means at Women Win and what are core objectives for it are in 2024.

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Developing a shared articulation of what JEDIB means at Women Win and what are core objectives for it are in 2024.

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Part 1: Understanding institutional framing

Part 2: Understanding the CC’s role in advancing JEDIB

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Justice is the work of fully recognizing each other's humanity, treating everyone equally and dismantling systems of power that oppress and marganalize and reimagining and building new systems that liberate, and allow each person to exist to their full potential and achieve health, safety, equity, dignity and sustainability. (Equality fund)

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Understanding strategies for how JEDIB are embedded in Women Win’s culture, strategy and programmes.

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Understanding strategies for how JEDIB are embedded in Women Win’s culture, strategy and programmes.

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How is JEDIB visible in the organization, how is it practiced both internally and externally?

Examining Strategies to promote JEDIB (areas of focus)

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How does each team make JEDIB actionable in their work?

What are ways of socialising these values and building the capacities of all staff?

What are key priorities/ non negotiable's/ community agreements for us to ensure diversity?

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What is a conscious internal behaviors you use to practice empathy, awareness and listening? 

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What is a conscious internal behaviors you use to practice empathy, awareness and listening? 

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Equity requires us to acknowledge the power imbalances and the the unequal circumstances we all face. It recognises that we must actively work to remove barriers that have prevented the full participation of some groups of people to participate and succeed by providing access and resources towards self-determination, justice, solidarity and equity. (Black feminist Fund)

“WHO OWNS THE HOUSE AND INVITED PEOPLE TO THE TABLE?"

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Diversity is the demographic mix of a group of people, taking into account elements of human difference, and social group differences. Diversity also includes diversity of experiences, thoughts, education, power, privilege, opportunity and geography. A diverse workplace is not necessarily an equitable workplace, nor does the presence of people who are diverse necessarily produce decision-making that optimizes results for the groups their diversity reflects. In nature, diversity means resilience. A prairie that has hundreds of different plants growing together can resist pests or respond to storms that would devastate a field of identical hybrid corn. In social movements, too, we need diversity in order to thrive. (Justice funders and CIRF)

“WHO IS IN THE ROOM?”

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The degree to which individuals of all backgrounds and identities are able to participate fully in the decision-making processes within an organization or group. While a truly “inclusive” group is by necessity diverse, a “diverse” group may or may not be “inclusive.” Inclusion means proactively inviting, welcoming, and leveraging the unique perspectives of diverse identities. Inclusion is not a natural consequence of diversity, so we must cultivate it. (Urgent action Fund)

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Power is the differential capacity of individuals and social groups to decide

Who gets what

Who does what

Who decides what and

Who frames the agenda

(Srilatha Batliwala-Activist)

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An intersectional perspective is critical for transcending some of the barriers more binary approaches to equity and inclusion have failed to transform, creating more nuanced, reality- based recognition of barriers, privileges, and possibilities for more creative and innovative policies, practices and culture initiatives. (Awid)

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Press the +button on the question above to add your answers

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Press the +button on the question above to add your answers

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Press the + button on the question above to add your answers

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Press the + button on the question above to add your answers

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when someone asks me for help I feel a sense of belonging

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when someone asks me for help I feel a sense of belonging

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when someone I don't usually work with invites me for a coffee chat

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when someone I don't usually work with invites me for a coffee chat

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Specially in larger meetings, every time I'm asked to share my experiences and contribute with my knowledge

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Specially in larger meetings, every time I'm asked to share my experiences and contribute with my knowledge

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when folks disagree with me with respect and empathy

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when folks disagree with me with respect and empathy

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when my suggestions, recommendations, or ideas are listened to and acted on

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when my suggestions, recommendations, or ideas are listened to and acted on

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when we have the time and space for robust discussions

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when we have the time and space for robust discussions

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when I connect with colleagues on topics and life unrelated to work

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when I connect with colleagues on topics and life unrelated to work

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When folks laugh at my jokes. In many feminist spaces humor is an anathema.

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When folks laugh at my jokes. In many feminist spaces humor is an anathema.

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Meeting with my team all together whether it is in the office or at a team retreat makes me a strong sense of belonging

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Meeting with my team all together whether it is in the office or at a team retreat makes me a strong sense of belonging

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when we share stories and learn about each other I feel a sense of belonging

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when we share stories and learn about each other I feel a sense of belonging

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I feel a sense of belonging when I am working on a project/activity as part of a team and we each have our own roles but are working together and valuing each others perspectives

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I feel a sense of belonging when I am working on a project/activity as part of a team and we each have our own roles but are working together and valuing each others perspectives

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The first time I felt a strong feeling of belonging at WW is when I wanted to change the way some of my daily tasks were done to make it more time efficient and my idea was listened to and acted upon.

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The first time I felt a strong feeling of belonging at WW is when I wanted to change the way some of my daily tasks were done to make it more time efficient and my idea was listened to and acted upon.

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How are we taking this back to the rest of the team.

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How are we taking this back to the rest of the team.

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How can all our voices be a part of this discussion.

Practical steps

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I do my best to assume positive intent. Sometimes in my job it's difficult to separate behavior from the person.  When folks don't show up well, i ask what is going on with them instead of reprimanding the behavior. 

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I do my best to assume positive intent. Sometimes in my job it's difficult to separate behavior from the person.  When folks don't show up well, i ask what is going on with them instead of reprimanding the behavior. 

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I assume people are doing the best they can, even if it isn't 'good enough', it is the best they can do that day...this is empathy in practice for me. 

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I assume people are doing the best they can, even if it isn't 'good enough', it is the best they can do that day...this is empathy in practice for me. 

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Integrating check in moments and informal conversations during meetings to understand how team mates are doing/feeling

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Integrating check in moments and informal conversations during meetings to understand how team mates are doing/feeling

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Check in with people and notice how people are feeling and reacting to things, taking notice of how they are showing up 

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Check in with people and notice how people are feeling and reacting to things, taking notice of how they are showing up 

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checking in with teams about how they're feeling, their weekends, what's new, etc. before diving into work topics

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checking in with teams about how they're feeling, their weekends, what's new, etc. before diving into work topics

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I try to know and remember some personal details about each of my colleagues and when I greet them, I make it personal and ask questions that pertain specifically to them. I am more careful with my choice of words since joining women win

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Whenever leading a session -making sure to capture every persons feedback and insights then repeating it back to them to ensure they feel/are understood 

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Whenever leading a session -making sure to capture every persons feedback and insights then repeating it back to them to ensure they feel/are understood 

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Close accompaniment and support throughout the onboarding journeys of new hires

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Close accompaniment and support throughout the onboarding journeys of new hires

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Think about what is said and not said, reflect on conversations 

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Think about what is said and not said, reflect on conversations 

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When reaching out to someone for an urgent task, taking a step back to feel my own sense of emergency and do my best to not communicate it to the other in a  negative way while making sure to take into account where they are at at that moment.

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When reaching out to someone for an urgent task, taking a step back to feel my own sense of emergency and do my best to not communicate it to the other in a  negative way while making sure to take into account where they are at at that moment.

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informal check ins on how everyone is doing in my team

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informal check ins on how everyone is doing in my team

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How to build the muscles of empathy, listening, Awarness

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How to build the muscles of empathy, listening, Awarness

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How can we reward people practicing these muscles

Making these more public.

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History of women win we have been diverse.

Multiple diversities : Hiring non dutch people, We each have our own journey’s,

Organization has developed over time on what decolonizing mean

Diversity in geography

To try to think through what does it mean to bring diverse candidates into a culture that is fast moving.

What does language justice look like. It’s a journey.

What does that culture look like if we are diverse organization so we all feel belonging.

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How is JEDIB currently framed in the organization?

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How is JEDIB currently framed in the organization?

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o   Shannon to highlight key documents for staff

o   Funds.

o   Participatory grantmaking

o   Collect feedback

o   Involve more people not top-down approach

o   We can better at highlighting where we are doing this work.

o   Recruitment we are looking at diversity

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We need to look at JEDIB as a muscle that looks at building collective culture.

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We need to look at JEDIB as a muscle that looks at building collective culture.

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Inclusion checklist : Are we the perfect organization ?

We can still be toxic.

We need to change this framing.

And look at JEDIB as work place practices and in our work

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Better ways of holding diversity and holding space for each other

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Better ways of holding diversity and holding space for each other

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How do we test for in hiring practices

How do we shift our work culture to include diverse candidates

How do we invest in managers to practice these leadership principles

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Without having the definition of how it sits in WW makes it hard to highlight what we are doing and what we should  be doing.

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Without having the definition of how it sits in WW makes it hard to highlight what we are doing and what we should  be doing.

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“What are we focused on building this year in JEDIB, as the CC?”

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“What are we focused on building this year in JEDIB, as the CC?”

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Continually analyzing and reflecting on how we are integrating this so that people are feeling seen, heard and value.

Leadership principles and how they look in practice internally and externally. They can be a framing we can continue to build on embed in all areas.

Equity : I like reflecting on that word. Being equitable than equal. This has profound reaction with everything. How people feel? How we interact? How do we do better in that area?

The growing pains have created more standardized policies we have grown we have become less equitable.

Manager treating everyone equally and the person who is closer to the culture of the manager feels equal and the other person feels not equal.

Salary scale for contractors in equal way not equity way

We need to focus on in investing in managers to practice these leadership principles. Building trust.  We need to understand what are issues people facing and how are supporting that. We have incredible processes but how do use these processes.

Remote teams struggle with giving feedback and building trust. How do we do that ? Tangible ways in how to build this within teams.

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Continually analyzing and reflecting on how we are integrating JEDIB strategies so that people are feeling seen, heard and value.

Pay more attention to building muscles in our leadership principles, and how we can embed in all areas, both externally and internally.

Equity: Reflecting on that word. Where do we want to pay attention?

Strengthening Conflict Resolution and Inter Personal communication skills for Leadership: Managers treating everyone equally, and having the experience of recognizing where people are at and the different approaches that are required to meet different realities.

Strengthen communication that builds trust:  We need to understand what are the issues people facing and how are we responding to that. We have incredible processes to do this work.

Updating the Concept Note

Expanding questions in the Staff Survey to do a temperature check on JEDIB

Defining JEDIB internally and externally.

Ensuring a shared understanding of JEDIB in the organization

How do we bring other people in.

Create a list and space to see what are currently doing that is working.

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Build more awareness of our individual and collective biases

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Build more awareness of our individual and collective biases

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We need to be aware of our responsibility to treat confidential matters with care and the spiraling effect not doing so can have

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We need to be aware of our responsibility to treat confidential matters with care and the spiraling effect not doing so can have

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We should always keep in mind that we are here to represent the whole team

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We should always keep in mind that we are here to represent the whole team

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I'd like to be more aware of the experiences of others.

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I'd like to be more aware of the experiences of others.

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This is a difficult question as we are a select group of people representing a larger group. In other words, this is the table. I guess we should continuously remind ourselves that we are only part of the picture and that while we may be able to make progress, our learnings are not set in stone.

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This is a difficult question as we are a select group of people representing a larger group. In other words, this is the table. I guess we should continuously remind ourselves that we are only part of the picture and that while we may be able to make progress, our learnings are not set in stone.

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Keeping the larger team involved: we could do a monthly polly to gather more input. Maybe we brainstorm the questions and then put them to the team.                   

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Keeping the larger team involved: we could do a monthly polly to gather more input. Maybe we brainstorm the questions and then put them to the team.                   

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How to build the muscles of Empathy, listening, and awareness: Practice mindfulness to build awareness. ...Be curious about other people's experiences. ...Listen with your full attention. ...Pay attention to non-verbal clues. ...Question your biases and what you 'think' you know. ...Ask questions instead of making assumptions. Maybe we can send out small reminders to staff on a Monday: something specific that can be put to practice in the coming week. 

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How to build the muscles of Empathy, listening, and awareness: Practice mindfulness to build awareness. ...Be curious about other people's experiences. ...Listen with your full attention. ...Pay attention to non-verbal clues. ...Question your biases and what you 'think' you know. ...Ask questions instead of making assumptions. Maybe we can send out small reminders to staff on a Monday: something specific that can be put to practice in the coming week. 

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Not fearing the uncomfortable and being able to sit in difference

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Not fearing the uncomfortable and being able to sit in difference

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Echoing hard "Not fearing the uncomfortable and being able to sit in difference"

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Echoing hard "Not fearing the uncomfortable and being able to sit in difference"

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Understanding what is realistic and what is idealistic (it is okay to have both but we need to know which is which) 

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Understanding what is realistic and what is idealistic (it is okay to have both but we need to know which is which) 

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I do think as a CC we need to be aware that the EQUIS team is not represented so how to we ensure that we get their input 

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I do think as a CC we need to be aware that the EQUIS team is not represented so how to we ensure that we get their input 

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The rest of the organisation, especially those who joined recently and are only starting to familiarise themselves with WW's culture

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The rest of the organisation, especially those who joined recently and are only starting to familiarise themselves with WW's culture

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I would like to encourage us to hold ourselves accountable to the whole organisation and avoid fragmenting ourselves programmatically

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I would like to encourage us to hold ourselves accountable to the whole organisation and avoid fragmenting ourselves programmatically

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How we communicate about discussions and decisions with the rest of the organisation (the depth of details/the process for making decisions/etc.)

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How we communicate about discussions and decisions with the rest of the organisation (the depth of details/the process for making decisions/etc.)

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What our role IS and IS NOT - and how the rest of the WW staff interprets our role.

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What our role IS and IS NOT - and how the rest of the WW staff interprets our role.

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That this process is a journey and is not something that can be achieved/completed

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That this process is a journey and is not something that can be achieved/completed

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Creating opportunities for those we work with to feel comfortable asking us questions, sharing input etc.

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Creating opportunities for those we work with to feel comfortable asking us questions, sharing input etc.