Understanding the Technology behind Digital Currencies

https://www.manhattan-institute.org/html/6-forces-disrupting-higher-education-11273.html

A simple story goes like this…

The giraffe invites the elephant into his house. After some quick carpentry to enlarge the basement door in order to be able to admit the elephant, the giraffe goes off to answer a phone call, asking the elephant, “Please make yourself at home.” But every time the elephant moves, there is a large scrunch or crashing sound. When the giraffe returns, he is amazed at the damage the elephant has done.

There were three takeaways from this story about the interaction between the giraffe (the insider) and the elephant (the outsider). First is the silliness of expecting an elephant to assume the same dimensions as a giraffe.

A second lesson is that organizations should expect a certain amount of tension and complexity when attempting to build a house of diversity. Diverse candidates in our organization are often asked to conform to daily regiments and traditions without consideration that it is their distinct differences that make them so valuable to the organization in the first place.

The third take away is that organizations ought to measure successes in diversity and inclusiveness not by attempts or the grandness of the plans, but tangible results. Diversity comes to fruition through the willingness and active participation of supervisors, managers, employees at all levels and the willingness of the organization to change itself by being totally inclusive.

This is what we know: Organizations with more women and diverse representation statistically outperform their peers; inclusive teams out perform their peers by 80 percent; gender-diverse organizations are more likely to outperform their peers; and organizations that hire demographically diverse candidates have a greater chance to be around into the future.

The elephant and the giraffe represent the value of equitable collaboration, the combination of individuals who are different in some ways and similar in others. The elephant represents people who are not familiar to us, speak with an accent, have different sexual orientation, individuals who didn’t go to the same institutions or schools as others in the organization. They may be younger or older. Their education credentials and professional experiences are from faraway places. They graduated from college elsewhere. They hold personal and political views that differ from those of their work colleagues. But one thing they bring to the organization is undeniable: a high level of intellectual contribution and the capacity to make meaningful contributions that will ultimately be measured by dollars and cents and increased relevance of the organization.

A Harvard Business Review article from summer of 2016 addressed “why diversity programs fail.” The findings were that training helps and will continue to be a piece of the quest to ensure diversity. However, to truly break down the unconscious biases, we need to have relationships with people different than ourselves. However, it does not come with excluding best candidates for the sake of diversity but creating an all inclusive and inviting environment that is can be embrace our differences as an added value and strength to our institutions.

Even more recent research from Price Waterhouse Coopers found that 87 percent of global companies identify diversity and inclusion as a top strategic priority. It also stated that facts and data don’t necessarily change minds. The research suggests continual exposure to difference, novel experiences such as cross-cultural or reverse mentoring, and creating safe places to discuss traditionally challenging or polarizing topics are places to start.

I believe that the biggest threat to any diversity effort is not external but internal. It is the threat that comes from organizations that choose to surround themselves with people who think alike. This results in isolation and insulation. Diversity gives us an opportunity to create an environment that allows all employees to contribute and perform at peak levels of effectiveness.

My challenge to the elephants and the giraffes of higher education is we must measure our successes, and sustained results will come only through the willingness and active engagement of supervisors, managers and employees at all levels and – most importantly – the leaders of the organization.

Lets all move ourselves in the right direction and lead by example…not just be giraffes.

David Garafola’s passion in higher education administration has been driven by the ability to make a difference in people’s lives. In all of his roles, he has exemplified leadership in financial, administrative and operational innovation and transformation.

He has developed an expertise for strategic planning that ties annual operating plans to resource management to allow for change. Known as an exceptional strategic thinker with a demonstrated ability to conceptualize vision, create added value, and communicate/motivate teams in executing tangible results.

Mr. Garafola has shown both a depth of business competencies and the breath of organizational experience to mentor teams and drive toward positive change. In his leadership role, there exists the need for transparency to embody a sense of patience, persistence, advocacy and diplomacy in creating a culture of innovation that is necessary for continued transformation. Mr. Garafola believes these values assist in establishing a culture that embraces strategic risk-taking, entrepreneurship, and a proactive approach to problem-solving

Mr. Garafola collaborates with teams to improve financial and operational capacities implementing best practices within my areas of responsibility. He always strives to promote an entrepreneurial spirit throughout the organization through example by encouraging new ways to perform and promote innovation.

Experienced in real estate development and facilities construction, he has completed a portfolio of approximately 175 major facilities projects with asset values exceeding $1 Billion.

His direct expertise is in Strategic Planning; Finance & Accounting; Treasury, Resource Planning and Budget; Risk Management; Human Resources; Information Technology, Real Estate, Facilities and Construction; Safety and Security; Financial Aid/Loans, Multi-Site Management; and International Business.