![]() ![]() What’s significant about these actions is that they are discretionary and fall outside the strict ambit of one’s job description. These behaviors, which I call “instrumental assistance,” are those which help a peer to perform their work tasks, such as by providing information, making introductions to contacts, giving endorsements in meetings, and offering advice. Further, both studies identified that peer inclusion is demonstrated through three different types of behaviors: 1. The interviewees from my first study told me in no uncertain terms that peers absolutely have the power to include or exclude, and the exercise of that power makes a meaningful difference to work performance. Interpersonal inclusion is manifested by and developed through three sets of behaviors. In other words, I took out a microscope to explore people’s granular experiences, and then zoomed back out to make sense of the relationship between small acts of inclusion/exclusion, an individual’s job performance, and team effectiveness more broadly. In a second ethnographic study, I observed the regular meetings of a project team (comprising people of different nationalities, technical capabilities and gender) over a period of two months to see if (and how) inclusive behaviors between peers manifested themselves in practice. My first study involved deep-dive interviews with 21 diverse employees working in different project teams in a global firm. Over the last three years I’ve been investigating the impact of peer relationships on an individual’s experience of inclusion. In other words, only a group (or a leader as representative of a group) has the power to make an individual feel fairly treated, valued, respected and connected. In academic literature as well as industry practice, inclusion has been conceptualized as a psycho-social experience between an individual and a group. Both of these strategies are critical, but they overlook the significance of peer relationships. More recently the focus has shifted to inclusive leadership and the powerful role played by leaders in setting the tone, modeling inclusive behaviors, and calling people to account. Historically, companies have focused on putting in place organizational diversity policies. Peer inclusion is demonstrated through three small acts that can make a world of difference: 1) Instrumental assistance, or acts that help a peer to perform their work tasks (such as by providing information, making introductions to contacts, giving endorsements in meetings, or offering advice) 2) Emotional bonding, or socializing with their peers, joking and banter, as well as providing space for venting and showing an authentic interest in a peer’s personal life and 3) embodied connection, creating and communicating a closer connection with through body language and the sharing of space, such as walking to a meeting together or pulling a chair closer during a conversation.Īlready a hot topic, creating an inclusive workplace has become even more critical for organizations seeking to attract and retain talent, and enhance productivity. She found that peers have the power to include or exclude other individuals, and the exercise of that power can make a meaningful difference to work performance. ![]() Over the last three years the author has been investigating the impact of peer relationships on an individual’s experience of inclusion at work.
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