Hi, everyone. Great to be here. I'm Nishita. I've set up an organisation called collaborate EQ. And today, what I'd like to talk to do is introduce a new concept called the magic of unlikely alliances.
So we'll actually start with an exercise. What I'd like you to do is, picture the handful of people outside of your family that you deeply trust. Close your eyes, if you need to. Take your time. Who are those people that you'd call up when you need advice? Think across your personal and professional circles. Try to come up with about five to six names. Now imagine yourself seated around a dinner table with these people. Let's call them your trusted circle. Who are they? What do they look like? Think about their demographics, age, gender, race and sexual orientation. How do these traits compare with your own? Now think about the types of education they received, the jobs they hold and the neighbourhoods they live in. Again, try and reflect on how these compare with yours.
There's a poll on the right-hand side of the screen. If you feel comfortable, it would be great to hear on a scale of one to five how diverse you feel your own trusted circle is. One being that you feel your trusted circle mirrors in many ways mirrors your own demographics, education, socio-economic status and the few axes that I mentioned in the exercise. And then on the other end of the spectrum, give yourself a five if you feel actually in reflection of your trusted circle, you feel that you have a breadth of diversity across the different axes that I mentioned, which are only some. But if you feel your trusted circle couldn't be any more different to you across those dimensions then rate yourself or five, and anywhere else in between. And I'll come back to the answers to the poll later on in the session.
If you're like many of the people I work with, you've just described an inner circle that mirrors your own identity and privileges. As humans, we like to cluster, birds of a feather flock together. These trusted circles are our safety nets. The people we respect, empathise with and feel most comfortable around.
However, these bubbles that we subconsciously form have ripple effects over time. They restrict our ability to relate to, empathise with and connect with those outside the trusted circle. And collectively they blunt our ability to explore problems from multiple angles if we're all looking at them through a similar lens.
In my work I would say I work at the intersection of the future of work and organisational design, which means I help to reimagine and redesign organisations for the 21st century, bridging the theoretical elements of the future of work, which to be honest, is already here. And the strategic and practical elements of organisational design to help clients and organisations across sectors, embed the shifting landscapes and create proactive strategies to help them react to the shifts in the future of work.