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© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P age |i
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BEING INCLUSIVE IN A DIVERSE WORLD
Brad Meyer
London ~ October 2010
When it arrived, did you open your door wide or lock it shut?
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Table of Contents (From Full Book)
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***
Everything is personal.
And since your actions speak louder than your words, you need
to ask yourself what you are doing - and to whom?
You need to help people first find their own reasons and then
their own ways to work together more effectively.
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Prologue…
We1 are one floor above the ground level in a small flat
with early 1900‟s drapes that don‟t really fit the windows
properly. Walking in yesterday, the faint smell of warm
wood greeted my nostrils – somewhat like a sauna that
was turned off hours before. The assorted furnishings are
old, but functional (mostly). It‟s an old and quaint
ambiance – one in which I feel at home. Have I become
“old and quaint” myself? I wonder. As I get older I
experience my own internalised form of “ageism”.
2 www.visionenabler.com/uploadedFiles/trophe.pdf
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to secure our office/flat across from the Musee de Picasso
on Le Rue du Temple, in the heart of Paris.
For the last two and a half years, “France” has been our
workshop. We have designed, developed and delivered
both personal and group process-oriented interventions to
engage “the French mind-set”. We were drawn to this
work through Hamid‟s personal experiences in France and
our mutual realisation that what we had each developed
professionally, outside of France, could in-fact be
applicable (back) in France.
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P age |9
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Part One: Dealing with my own diversity dilemmas
Everybody‘s got a past - including me. What follows here
are some of my personal memories of moments where I
had to deal with a diversity-related dilemma. The reason
I‘m starting this way is simple, really. We each need
personal reasons and then strategies for facing up to the
challenges in our life. So I‘m planning on sharing some of
my challenging moments with you straight-away. Some
may seem relevant to you, others not.
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experiences with you and identify what was (for me)
relevant to being inclusive in a diverse world.
These are some specific brief encounters with moments in
my life when diversity played a hand in the cards that
were dealt that day…
The response you get from others tells you what you are
actually communicating to them – intentionally or
otherwise.
Others‘ perceptions of your intentions may not be
accurate, but their responses to those perceptions
create a reality you will have to work with.
Until you step into another‘s shoes, listen through their
ears, see through their eyes and feel through their
emotions, you are effectively operating in a manner that
can be regarded as dumb, deaf and blind by those with
whom you are interacting (or not, as the case may be).
A simple solution with immediate impact may be possible
– even if there‘s a history suggesting the contrary.
Psychometric Testing
I looked up one day to see a team of people crowding
into the doorway to my office, hoping to distract me from
my paperwork and seek my help. They wanted to know if I
could arrange for psychometric testing to be done on all
the members of their team. They wanted to get this done
because they thought it might help them figure out how
best to utilise the talents inherent with their team. They had
heard and read that psychometric profiling often helped
teams understand each other better. But they were stuck
comparing the pros and cons of the various profiling
methods and hoped I might be able to shed some light on
the subject.
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generated astrological horoscope, covering many
dimensions of their life.
A Transfer of Undertaking
Each company has what it thinks of as its suite of core
competencies that are highly attuned to whatever they
do to generate revenue and to stay in and grow their
business. Every company also has a bunch of ―oh I‘d
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rather not have to do that bit‖ set of overhead type
activities that it doesn't regard as sexy or exciting revenue-
generating stuff. You know – this is what we often call the
―back office‖, administrative costs of doing business. And
therefore it sometimes tends to not focus its attention on
developing that area particularly well, and therefore it
sometimes tends to not focus on developing the people
who happen to be working in that area particularly well
either.
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We (Company B) needed those people. Not only for the
insider knowledge they had of Company A, who was to
be their new client - but also, we just needed that
additional amount of ―human resource‖ to provide the
service. So it was a very handy and critically necessary
amount of ―resource‖ that seemed to be slipping through
our fingers despite our calculated generosity for
developing the staff. Our perspiration turned into
desperation and we decided to take a time-out in the
negotiations and talk with everyone involved, in-person.
Why didn‘t the people want to play along, when their new
company was going to put in all this extra effort and
money and resource to support and promote them? There
was a very specific reason, and that is, at the individual
employee level, they were going to be going home each
week with less money in their pocket, less cash. So
regardless of the fact that this new company was going to
spend far more money on helping them to develop, they
were in fact going to be walking out at the end of the day
with a smaller cash-in-hand pay cheque. And at the socio-
economic level in which they were working, this was simply
not a margin that they or their growing families could
afford or wanted to accept.
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understand it when people said ―forget this, I‘m leaving‖.
So regardless of our organisation‘s strategic intentions to
be inclusive of a diverse workforce, what we should have
kept in-mind was; how the actual individuals involved felt -
what it was that they were measuring to feel included – at
a practical level. Once we did do this, once we
understood their situation – and they knew that we
understood – we were able to re-structure the deal so that
no-one lost out on pay day. The deal was done. Phew!
There were two things that had happened. One was that
this was a group of people who had also experienced a
transfer of undertaking. In fact the company that had
―sold them off‖, was on the other side of the physical
building and had built a wall between them, a physical
wall between them. So the people felt like limbs of the old
organisation that were atrophying, because the
circulation had been cut off. So that was part of the
morale issue. Their previous employer may have made a
logical economic decision to outsource, but the
psychological impact of that logical decision was now
becoming apparent.
Another part of the morale issue was that there wasn't a lot
of upward movement any more. No one felt that they
had much in the way of career prospects, and as it turned
out, on the first week I was the most senior management
person on-site, because the others happened to be on
holiday, someone submitted their resignation, and cited
racism as their reason for resigning.
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So I sent an e-mail to everyone and said, ―For the next
week or whatever it takes, my office is an open door. You
can come in on your own or you can come in with a
colleague. I want to hear about anything related to racial
issues‖, and I just put up-front that this person has resigned
citing racism as the issue and we‘re going to open this up
and get to the bottom of it.
Because I was new to the organisation and because I was
an American in the UK, and because I was a little off-the-
wall anyway, I could get away with what I then did. And
what I did was I had a ream of A4 copy paper, photocopy
paper, and I had flip chart markers. And every time I
heard someone say something that I‘d heard someone
else say, I wrote it down on a sheet of A4 paper and I stuck
it to the wall. Because every time you hear something by
more than one mouth in two separate occasions, that‘s an
implicit piece of folklore within the context in which it‘s
being said – and a people‘s folklore will lead you to the
heart of their understanding of their world..
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And what was happening was through their dialoguing
with me and with the wall, the bigger picture was coming
out for them and for me. It turned out that what it all
boiled down to for this person was that – well first of all,
nobody was moving up the career chain anyway at that
point. But what was particularly painful for this person was
that their manager wasn't paying them any personal
attention at all, and it was so different from before with
their last manager, that they thought that racism must be
the reason.
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Left on their own, people perceive your observable
actions (or non-actions) louder than your words (said or
unsaid).
By demonstrating personal transparency & positive pro-
active regard and intention for and on behalf of others,
you can transcend many perceived barriers – and
sometimes transform the response to them too.
Interlog
It‘s 5th March now. We took yesterday out to work on our
aspirations to help develop a ground swell of receptivity to
Muhammad Yunus‘4 new book – due to be released in
French in Paris in April. We met with two colleagues who
also feel strongly about the potential for Yunus‘ ideas
making a difference in the world. Already, two members of
the CAC 40 (top 40 French companies) have made
significantly tangible investments in social business ala
Yunus. We think this is great and we think we can in our
own small way help too. So we invested the day in
discussions about how to do this.
We‘ve walked the talk. We‘ve run the gamut and we‘ve
scaled the heights. We‘ve heard the call, listened to its
voice and heeded its messages. We‘ve seen the writing on
the wall, read the graffiti and painted ourselves a vision for
the future while mapping out the terrain of our past travels.
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Now we have some very useful tools – including a pair of
questionnaires based on the CRE research and
development. We have reconstructed it inside our
frameworks. These frameworks enable you and anyone
you want to work with, to easily examine virtually every
piece of the puzzle.
Would you like to see it? Is this something that you might
be interested in? Does it tick any of your boxes? What are
you looking for, by way of simple solutions with immediate
impact and lasting learning?
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Earlier, I asked you to reflect on what you wanted to get
out of reading this book. Now I‘m asking you to reflect on
what you want to get out of your D&I agenda. We have a
template to help you clarify what‘s most important to you
about progressing your D&I Agenda. If you ask us for a
copy, you can check it out and see if you‘d like to use it.
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Part Two: Getting specific on our interventions
5This presentation draws from my own modifications to the NLP ‘neurological levels’
model as originally framed by Robert Dilts
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“Welcome back from lunch. I understand that we are the only
representatives from the business community in this meeting. I welcome
the opportunity to engage with you and to learn from you as your
academic, NGO and governmental perspectives will add to my
understanding of social inclusion. And I feel honoured to have been
invited to join you.
In the next few minutes, I will share with you some of the insights
harvested from our on-the-ground efforts to promote inclusivity. You will
also see that we have codified a number of practices which we have
found to be very useful when engaging people for the first time, as well
as for working with them over time.
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Slide 1
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[Slide 1] From reading the invitation and the meeting guidelines, I
understood that we could choose to speak about anything that
pertained to the topics listed in the agenda for our session. I very much
appreciated this, from a flexibility stand-point. So we asked ourselves
what we could most effectively provide for you here in just a few
minutes time, that would both inform and inspire reflective discourse
with us.
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Slide 2
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[Slide 2] Now I should mention that we‟ve drawn on a variety of
experiences that we have had with a variety of people working in a
variety of organisations. Not all have been explicitly about “inclusion”
but all were implicitly requiring us to help people feel included. And you
will know from reading our case study that we have come to make an
important distinction between “being included” and “feeling included”.
Our experiences have come from around the world, working primarily in
multi-national organisational development, cross-cultural team building
and personal strategies for success. As we are in Paris this week, we
decided to draw on some of our experiences in France over the last
couple of years that happen to be explicitily about social inclusion.
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In November 2005, civil unrest broke out on the streets of Paris. This
caught our attention and we decided to look into what was going on
to see what we might be able to do to help alleviate the tensions and
perhaps help find a way forward that engaged everyone concerned in
a positive manner.
This was a tall order, of course – and one that was not to be fully met
overnight. But we felt that we had both the personal passion and
professional skills needed to make a difference. And we felt compelled
to try. Over time, we realized that persistence was also needed!
While our case study details what we did step-by-step, I will reduce the
discovery process of a year-long effort into a few sentences. This is what
we found…
We found that the employers felt they had impunity from the problem,
as they had made logical decisions to only hire from France‟s top
schools and since only white students were ever presented to them
from these schools, the problem was not their concern. Plus, when it
came right down to it, they regarded the non-white community as
generally impatient and violent and so (understandably) did not want
them in their offices.
We found that the top French schools were really only interested in
matriculating white students because they believed there was a good
chance that non-white graduates would not get hired. This would then
negatively impact their statistics regarding the percentage of their
graduates that got good jobs. This in-turn would result in reduced
applications to enter their programmes. You may be able to
appreciate the logic in their thinking as well.
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Slide 3
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[Slide 3] Basically, when we prepare for an intervention - be it in our
work with multi-national organisations, smaller teams or even with
individuals - we know that there are four challenges that every person
involved will need to deal with. These challenges seem to us to be
universal and unavoidable. So we prepare for them in-advance each
and every time we have the opportunity to do so.
But before I speak to the four challenges, let me step back for a
moment and illustrate the context within which all change programmes
take place. Using this model helps us understand the substance of the
challenges we are likely to encounter.
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Slide 4
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[Slide 4] When the environment around us begins to change and the
results we are getting also begin to change, we begin to look at things
differently. Stirred from our slumbers, awakened by our desire to get
comfortable again or spurned on by an opportunity that we see, an
idea about “changing something” begins to emerge in our mind, body
and soul.
9/11 had this effect for many people. No one has to tell us what those
numbers stand for. Similarly, in our teams, organisations, communities
and countries – when new stuff happens around us, we assess the
impact and the implications for ourselves as individuals, for our families,
for our teams, and so on.
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Slide 5
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[Slide 5] We begin to ask ourselves what we can do about the situation.
What can we do differently, to achieve a more desirable result in the
changing environment?
What “new behaviours” can we adopt which when we apply them will
result in our regaining our status quo or maybe influencing the
environment in ways that allow us to grow even stronger than before?
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Slide 6
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[Slide 6] Once we have decided on what needs to change in how we
operate, in what we do; we ask ourselves what we need in order to be
able to actually behave or operate in this new way, to do this new thing
– whatever it is.
What time frames are involved? What are the windows of opportunity
we need to be ready and able to climb through when those windows
open?
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Slide 7
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[Slide 7] When we have settled on answers to these questions, when we
believe that we are ready to initiate our “change programme”, we
send out a message, a memorandum, a slide pack and a
“communication” explaining the logic of our thinking and the decisions
we have taken which everyone will be expected to comply with and
adhere to going forward.
The questions that we asked ourselves – the ones that guided us to the
answers we now believe in – are generally not conveyed. Or if they are,
no inclusive feedback loop is established to allow those impacted by
the change programme to engage with us regarding their own
thoughts on the matter. And this is where we are faced with the four
essential challenges which I will talk about now.
So you‟ve been listening to me for a few minutes now and I know you
will have been asking yourself a few questions. And these questions are
in fact variations of the four challenges that I‟ll share with you now.
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Slide 8
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[Slide 8] The first challenge: NOT TRUE
Let us assume for the minute though, that all is hunky dory – that
everyone involved believes in the assessment and in the devised
response to the situation as being the logical, even obvious choice.
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Slide 9
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[Slide 9] The next two levels of challenge have to do with RELEVANCE.
Further, let us say for a moment that you believe that it is indeed
relevant to your organization. What has it got to do with you personally
– at an individual level? Can you leave it to the others to do what‟s
necessary, so you can just get on with your life and your work? I mean,
maybe your colleagues might not be saying “So what?” – but let‟s face
it; do you really care yourself? Does it really help you fulfil your own
sense of purpose at work or in life? Are you asking, “Do I care?”
Finally, if you have concurred that yes actually - the needed resources
are being provided to enable the behaviours that are necessary to
achieve the desired results in the changing environment, - there is one
more very critical challenge to be addressed.
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Slide 10
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[Slide 10] Indeed this one challenge could motivate the people that
you need to be positively and proactively involved, to actually argue
with, debate and even refute the accuracy, relevancy and value of
your assessment even if they know it to be true, important and relevant!
This is the challenge about the messenger and all that he or she
represents to the recipients of the message. Tell me (seriously) if you
have never heard someone say something like, “who are you to be
talking to me this way?”
If, when delivering the message of change, you are not in rapport with
your audience, do not have the respect of your intended recipients, or
do not recognize their free will and mind to consider for themselves
what you are saying to them first, then there is a very good chance you
will have to go back to the drawing board. You need to address the
question, “Who are you, to be telling me?”
Someone once said that there‟s no substitute for the real thing. There
isn‟t. And if you aren‟t “the real thing” when you initiate the change
programme you have in mind, your Diversity and Inclusion programme
will simply fall flat. People will see through you even as you attempt to
look right past them to your own end-goal.
Think back on the challenges you have faced in your work where
active participation from others was critical to your success. What
challenges did you face regarding their involvement? I think you will
find these four challenges were at the heart of the matter.
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Slide 11
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[Slide 11] This last slide shows you in a nutshell what we look at to help us
prepare in-advance, and what we fall back on when unforeseen issues
arise.
When you read the case study 7, you will learn some of the
ways that we have used our tools to embrace and erase
some of the obstacles we encountered along the way.
These were not obstacles unique to our situation. Nor were
the tools that we used only relevant to the specific context
you will be reading about in the case study.
Your job while reading this case study will not be so much
to understand our context, but to think about how you can
use such approaches, tools and techniques in your own
environment, to address your own challenges.
6 www.beinginclusive.wordpress.com
7 Which you will find in the appendix
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Speaking of these things - let me summarise that last slide
for you in slightly different terms;
Finally, it‘s worth looking into how you can use the VE ™
Tool Kit to really help everyone engage with each other.
Let us know how you get on. We look forward to hearing
and learning from you too.
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Having become aware of the four challenges to change -
and how you can accommodate them at a process level
- it‘s time now to get very practical. It‘s time to turn this
process-level approach inward – on you. It‘s time to give
yourself some quality you-on-you time.
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What is important to you about being inclusive
This chapter is designed to help you clarify what‘s
important to you about being inclusive.
Underpinning every behaviour which has become a habit
are the gems that we as individuals treasure. All of our
habits originate from what we hold dear - what we value -
even if the habitual behaviours are no longer appropriate.
Give yourself the gift of personal clarity. Know what you‘re
really up for before you step up and commit yourself to
being inclusive.
Use the table in the next page to list your answers to the
following STEP ONE questions…
In the context of being inclusive, what is important to you
- what do you value?
What else is important to you, in this context?
And what else?
And what else?
And what else?
In this context - of being inclusive - if you could have all
of this, what would make you leave it all behind? What
additional values regarding being inclusive might this
imply? Please add these to your list.
If you had left it all behind, what would attract you
back? What additional values regarding being inclusive
might this imply? Please add these to your list.
On the next page (in the next table), re-list your values in
the right-hand column.
As you are doing this, add in any additional values that
you may think of.
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 54
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
What is important to me about being inclusive
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 55
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
Use the table in the next page to list your answers to the
following STEP TWO questions…
Re-write your values into the table to the right.
On a scale of 1 – 10, how important to you is [each
individual value listed] to being inclusive?
For values with the same numerical level of importance,
add as many decimal points into the numerical ranking
as necessary in order to make distinctions of importance.
On the next page (in the next table), re-list your values in
the right-hand column, this time sorting them from most
important (at the top of the list) to least important (at the
bottom of the list.
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 56
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
Rating what is important to me about being inclusive
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© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 57
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
Use the table in the next page to list your answers to the
following STEP THREE questions…
If in the context of being inclusive, you could have [the
most important value] - but you could not have [the
second most important value] – would this be OK? If not,
please ask yourself the next question.
If in the context of being inclusive, you could have [the
most important value] plus [the second most important
value] - but you could not have [the third most important
value] – would this be OK? If not, please ask yourself the
next question.
If in the context of being inclusive, you could have [the
most important value] plus [the second most important
value] plus [the third most important value] - but you
could not have [the fourth most important value] – would
this be OK? If not, please ask yourself the next question.
Carry on with this line of questioning until you answer
―YES‖ – indicating that all values below the current
critical set can be distinguished by a lesser degree of
criticality for you.
Feel free to re-assign a different numerical value to
something if after reflection it feels right to do so.
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 58
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
Ranking what is important to me about being inclusive
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© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 59
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
Use the table below to write in your answers to the
following STEP FOUR questions…
Concentrate on a short-list of your most critical values.
Concentrate on a max of 6 (six) critical values.
List them here, in the table below.
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 60
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
6 1
5 1 2 3 4 5 6 7 8 9 10 2
4
3
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 61
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive
You can get the rest of the story here!
http://bit.ly/BeingInclusive
© Brad Meyer - extracted from the book: Being Inclusive in a Diverse World P a g e | 62
www.collaboration.co.uk BradMeyer@collaboration.co.uk http://bit.ly/BeingInclusive