CONNE CT ING DOT S BE T WE E N NARRAT IVE AND RACIAL E - - PowerPoint PPT Presentation
CONNE CT ING DOT S BE T WE E N NARRAT IVE AND RACIAL E QUIT Y ho mas Ho usto n| April 2 nd , 2019 T Racial income and wealth gaps exist High-quality resumes 8.5% Low-quality resumes 6.7% Closing the racial earnings gap would
T ho mas Ho usto n| April 2nd, 2019
8.5% 6.7% High-quality resumes Low-quality resumes
Closing the racial earnings gap would represent an additional $2.6 trillion in spending:
0% 25% 50% 75% 100%
Black White
E duc atio n E c o no mic He alth Criminal Justic e CPS
% c hanc e o f having a bad o utc o me re lative to a Blac k pe rso n1
WHI T E ADVANT AGE
1 T he data is base d o n statistic s fro m the state o f NC; ho we ve r the y mirro r natio nal c irc umstanc e s.
Collective action with the public sector at the table Discipline around results that prioritizes outcomes over
Race-centric solutions that target root causes
Partnering with cross-sector leaders and local governments in a limited number of cities to build the competencies and strategies to change systems.
Applied Research
S haring lessons from our work so that other cities and leaders can adopt solutions.
Spread and adoption
Building the organizational and individual competencies to center racial equity in our roles and hold ourselves accountable for achieving results.
Institution Building
innovation and productivity.
between leadership racial/ ethnic and gender diversity and financial outperformance on EBIT and profit margin. (McKinsey &Company)
color and limit business growth
Latinos, 25.9%
education, compared to 45%
workers will be people of color (FS
G, PolicyLink)
A Big Story, rooted A Big Story, rooted in shared in shared values and common themes, that values and common themes, that influences how audiences process influences how audiences process information a formation and m d make ke d decisions cisions
Bonus fa c t: Narrative s influe nc e whic h data is ac c e pte d o r re je c te d. Co ntrary to
be lie f data isn’ t typic ally use d to c re ate a narrative .
Bonus fa c t: Narrative s influe nc e whic h data is ac c e pte d o r re je c te d. Co ntrary to
be lie f data isn’ t typic ally use d to c re ate a narrative .
Rugged Individualism: to get ahead individuals must pull themselves up by their bootstraps A Rising Tide Lifts All Boats: when we create growth, it will help everyone succeed Inequality is Natural: and may even be necessary for economic growth Don’t Rock the Boat: change is risky, so unless the Board/ shareholders are demanding it, better to stay the course Zero Sum Game: someone else’s gain is my loss No Availability: business is committed to diversity, but can’ t find qualified people of color I Haven’t Benefitted So Why Should I Pay?: everyone is playing by the same rules so those who get ahead have no responsibility to promote more equitable outcomes We’re Already Doing It: We already have a diversity and inclusion program
inclusion benefit their business and recognize the risk in not addressing it. Equity and inclusion efforts shift from being cost line items to value drivers.
community relations, and investing.
movement for racial equity and inclusion, adopting new approaches to sharing power.
Procurement Talent/ HR Budget/ Operations Community Relations Innovation & Product Design Governance S ustainability Marketing/ Communications CEOs and other C-suite leaders across business units:
Scale: A new narrative needs to show up consistently across multiple platforms – from peers and consultants to media and business schools – to reach a tipping point. This requires field-level alignment rather than a single program or messaging campaign. Time: In the past, narrative shifts typically take 20+ years. We need to accelerate change that is already underway, while laying the groundwork for sustained alignment. Stories: S tories – with a protagonist, antagonist and challenge – connect to emotions and deeply held values. They are more powerful than facts, shaping how people interpret
Evidence: Although narratives shape the interpretation of data, when business leaders
the new narrative is believable. Momentum: S uccessful narrative change converts minor shifts in thinking to maj or shifts in action. As these shifts in action are shared as stories – or lead to new evidence – they reinforce the underlying narrative and lead to greater adoption.