7 High Leverage Outcome Initiatives as Catalysts for Change

NSF is pivoting to a culture strategy in which DEIA is the outcome, not the process. Organizational culture is the underpinning of DEIA efforts, and the organizational culture determines whether NSF can meet its mission, harnessing the full spectrum of talent, perspectives, and skillsets. The following high-leverage, outcome-based initiatives anchor the Culture Forward Strategy and make it actionable and sustainable.

Figure 4: Outcome-based initiatives

Underrepresentation and Barrier Analysis Tool

The CDIO team is developing and testing the “NSF Underrepresentation and Barrier Analysis Tool” (UR tool), which complements NSF’s Management Directive 715 (MD-715) report.

The UR Tool is an analytic framework intended to ensure NSF remains competitive with workforces in industry and other sectors. It leverages data from authoritative sources such as the Census Bureau and Bureau of Labor Statistics (BLS) to assess whether the full spectrum of diverse talent is fairly represented in NSF’s workforce. The tool allows for developing a data-informed foundation to ensure diversity and merit work in harmony without compromising one for the other. See Appendix C for additional information.

Sexual Orientation and Gender Identity (SOGI) Data Action Plan (DAP)

The CDIO is collaborating with other offices and the LGBTQI+ and Allies ERG to develop evidence-based strategies for promoting the inclusion of LGBTQI+ federal employees and scientists. These efforts are pursuant to Executive Order 14075, “Advancing Equity for LGBTQI+ Individuals.” This work is outlined in NSF’s Sexual Orientation and Gender Identity Data Action Plan (SOGI DAP), which is public.

SOGI data are essential for developing strategies to promote LGBTQI+ inclusion at NSF and in the broader scientific workforces. Currently, there are no accepted best practices for collecting SOGI data in federal questionnaires. The challenges include promoting equity without knowledge of federal employees’ attitudes toward providing SOGI data, preferences for how SOGI questions are asked, and the population of the federal and scientific workforces identifying as LGBTQI+.

To address the unmet need for SOGI data and as part of the SOGI DAP, the CDIO is implementing a voluntary and confidential pilot survey to collect information on SOGI from NSF full-time employees and IPAs. The survey will test different questions and ways of gathering SOGI data. The results will be assembled into a report and shared with representatives from across agencies to contribute to LGBTQI+ equity efforts and aid in developing SOGI questions in federal and human resources tools.

Culture Forward Maturity Model

The CDIO Team has developed the Culture Forward Maturity Model assessment to enable us to champion leadership behaviors, promote an inclusive culture, and measure the progress and impact of culture initiatives. The Maturity Model consists of five stages: Compliance, Evolving, Acceptance, Cohesion, and Inclusion. These categories provide a roadmap for the organization to progress from a compliance-driven and reactive culture to a fully inclusive culture, while enabling us to operationalize inclusion and increase belonging.

Figure 5: The five stages of developing an inclusive culture in organizations

The assessment includes a comprehensive set of over 30 criteria, each focused on one of four core lines of effort: Policy, Talent Management, Operations, and Culture. To evaluate each criterion, the Maturity Model leverages a mixed-method data analysis strategy to assess available data. Quantitative data from the Federal Employee Viewpoint Survey (FEVS), workforce data, and other internal assessments are integrated with qualitative data in policy and strategy documents, Weekly Rollups, and other accomplishments. This comprehensive approach creates a detailed and accurate picture of the present state of developing an inclusive culture at the agency level, ensuring the thoroughness of the evaluation.

Maturity Model Assessment Process

The assessment process for the agency includes four phases:

• Phase one consists of understanding the organization, including operating structure and critical points of contact.
• Phase two includes collecting all quantitative and qualitative organizational data.
• Phase three involves conducting analyses of all quantitative and qualitative data. Quantitative data analyses leverage different modeling techniques (e.g., logistic regression, analysis of variance, chi-square) to analyze workforce data. Qualitative analysis leverages trained raters to review historical documents to evaluate the inclusion of different historically underrepresented groups based on various factors, including sexual orientation, gender identity, race, pregnancy, disability, immigration, socioeconomic background, etc.
• Phase four includes presenting findings in an executive-level out-brief and providing the organization a technical report detailing all assessment results, including line of effort ratings and a total culture forward assessment rating.

Each phase is designed to be non-disruptive to daily operations. See Appendix B for additional information.

Leader Reflection Tool

The Leader Reflection Tool (LRT) is a crucial companion to the Maturity Model. It includes three sections to empower participants to document and reflect on their inclusiveness as leaders. Because leaders are the first line of defense for our organizational culture, it is important for leaders to continually assess their levels of inclusion. The first section is a self-assessment, asking leaders to respond to questions about their actions to promote inclusion within themselves and their office or directorate. The second section is self-reflection and open response, which enables leaders to reflect on tangible actions they have taken to be more inclusive within their office or directorate. The third section allows leaders to write actionable goals to direct their future behavior to foster an inclusive culture. The LRT not only supports the ability to operationalize restorative practice but also underscores the integral role of leaders in the assessment process, making them feel valued.

Cultural Intelligence Model

While culture has become “front and center” in organizational science over the past 10-15 years, organizations still have opportunities to become culturally aware and competent and to build and bolster their cultural intelligence. The Denison Model provides a coherent framework and consistent language for developing cultural intelligence within an organization.

Figure 6: The Denison Model

The Denison Model and accompanying Organizational Culture Survey (DOCS) are based on over 25 years of research and practice linking culture to critical performance metrics.^[1] The Denison Model identifies areas of organizational effectiveness that, when translated into clear action plans, strengthen outcomes and practices that position organizations to make their culture sustainable. Data and research on the Denison Model show that organizations perform best when they emphasize aspects of culture that drive a range of organizational effectiveness measures, including critical drivers of DEIA, such as:

• Creating psychologically safe environments in which staff feel safe challenging current workplace practices and behaviors;
• Connecting staff to a sense of purpose through clear lines of sight between the mission of the organization and individual/team goals and activities;
• Investing in staff capabilities;
• Fostering an environment in which staff feel empowered and informed;
• Encouraging collaboration within and across teams; and
• Reinforcing a set of values that outline expectations and priorities for all leaders and staff.

Creating SPACE

The Creating SPACE Program (Strength, Psychological Safety, Action, Compassion, and Empathy) is a comprehensive initiative that empowers NSF staff to develop, practice, and leverage their “DEIA acumen.” This acumen, which refers to a working knowledge of diversity, equity, inclusion, and accessibility, is coupled with cultural intelligence, providing staff the tools to collaborate and communicate effectively across differences. The Creating SPACE Program fosters learning, partnering, and listening as core tenets, enhancing DEIA understanding and cultural intelligence within the organization.

Learning: NSF Culture Curriculum

Formal training and courses are often the default for building DEIA capabilities, yet these courses rarely change a person’s attitude or behavior. The Culture Curriculum aims to transform NSF from a compliance-based DEIA model to a strategic, integrated approach linked to organizational culture. The Culture Curriculum is focused explicitly on deepening cultural intelligence skills and will:

• Shift participants from a fixed mindset to a growth, inclusive mindset^[2];
• Provide participants with practical tools and skills to weave cultural intelligence into their day-to-day work and interactions; and
• Support participants in using cultural intelligence skills, such as empathizing with others and understanding others’ values, communication styles, and behaviors.

Participants in this program will learn how to maximize organizational performance through inclusive practices. Over time, NSF will see positive trends in assessment capabilities, such as the Maturity Model and the LRT, as more leaders and staff continue to grow their cultural intelligence.

Partnering: Culture Consulting and Coaching

The CDIO team, a key partner in the Creating SPACE Program, plays a pivotal role in developing and sustaining an effective and culturally intelligent workforce. The team collaborates with individuals, leaders, teams, directorates, and offices across NSF to develop customized strategies and solutions. These consultations cover various topics, including creating psychological safety and meaningfulness, developing emotional and cultural intelligence, and increasing inclusion and equity. The CDIO team’s expertise and guidance are instrumental in implementing these strategies and ensuring their effectiveness, contributing significantly to the success of the Creating SPACE Program.

The CDIO Team will supplement culture consulting with coaching services. These coaching services will help individuals and groups examine their internal patterns, mindsets, and blind spots. Coaching is a powerful tool that creates space for self-awareness, action planning, and accountability. Optional tools such as the Gallup’s Strengths Assessment will further assist individuals and teams in achieving their cultural intelligence goals.

Culture Consulting and Coaching are not intended to change an individual’s or group’s beliefs. Instead, these services empower individuals, leaders, teams, offices, and directorates with the necessary tools and support to establish and sustain an inclusive working environment. Inclusion in the workplace sustains diversity and leads to better decision-making.^[3]

Partnering: Culture Champions

Culture Champions are leaders, both formal and informal, who are dedicated to establishing and maintaining an organizational culture that is deeply rooted in NSF’s values. These influential individuals, who represent the diversity of NSF staff, play a crucial and inspiring role in supporting CDIO initiatives and putting the CDIO Implementation Plan into action. Their responsibilities include advocating for DEIA principles, promoting a culture of inclusion and belonging, and serving as role models for others in the organization.

Listening: Sip and Share Listening Sessions

Listening is a crucial part of staff engagement. Sip and Share Listening Sessions are designed to facilitate this process. These sessions create a continuous feedback loop between leadership and staff, providing a forum to understand staff’s perspectives better. As work environments evolve, gaining a deeper understanding of staff experiences and how their work affects them is essential. Leaders and supervisors are critical in initiating and taking meaningful action based on the feedback. The Sip and Share Listening Sessions offer a safe and supportive environment for staff to share their thoughts and ideas and collaboratively develop actionable steps to propel NSF’s organizational culture forward, fostering openness, transparency, and continuous improvement.

Listening: The Culture Chronicles

The power of storytelling remains a vital communication tool that can be leveraged for shared learning and mutual understanding. From exploring how educational degrees and job appointment/status shape our perspectives to how internal and external diversity impacts our vantage points, The Culture Chronicles will leverage storytelling to enhance NSF’s organizational culture by building trust, deepening connections, and motivating others.