How to break into the elite
Amol Rajan - (29/07/2019)
people from poorer families are held back throughout their careers because they don't abide by the behavioural codes that dominate top professions. They don't have the same cultural reference points or etiquette. They lack polish: that crucial quality of articulacy and presentational confidence that academics have noticed is vital in client-facing roles and which, despite his Falstaffian demeanour, Johnson personifies. This means that even if working-class kids get in, they often struggle to get on.
Matthew Syed (2019)
‘Today there is a lot of talk about the importance of diversity, but the real benefits of engaging with varied perspectives and thinking differently about the world, aren’t widely understood. My ambition is to leave readers with a sense of why diversity — and specifically cognitive diversity — is central to humanity’s progress, and why people who are open to different viewpoints will enjoy more fulfilling and successful lives.’
The Johari window is a technique that helps people better understand their relationship with themselves and others. It was created by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955, and is used primarily in self-help groups and corporate settings as a problem solving/self-discovery exercise.Project Implicit – Implicit Attitude Test
One of the few online questionnaires to help understand personal implicit attitudes.
Video:What does my headscarf mean to you? Yassmin Abdel-Magied (TedxSouthBank)
A helpful video challenges assumptions and what one can do to help those who are apparently disadvantaged.
4 steps for busing unconscious bias (Lottie Watters – Devex)
Offers some ideas about definition of unconscious biases and how we can recognise them and respond to them.
David Dunning1, Kerri Johnson, Joyce Ehrlinger - First Published June 1, 2003 Research Article
Successful negotiation of everyday life would seem to require people to possess insight about deficiencies in their intellectual and social skills. However, people tend to be blissfully unaware of their incompetence. This lack of awareness arises because poor performers are doubly cursed: Their lack of skill deprives them not only of the ability to produce correct responses, but also of the expertise necessary to surmise that they are not producing them. People base their perceptions of performance, in part, on their preconceived notions about their skills. Because these notions often do not correlate with objective performance, they can lead people to make judgments about their performance that have little to do with actual accomplishment.