Diversity and Inclusion (D&I) strategies and programs are becoming standard in the way that we conduct business, yet many of the people responsible for bringing them together have a limited understanding of their intended objectives. Organizations know that they have to have a D&I program but they fail to have a deeper understanding of why they’re engaging in this process. Imagine doing your organizations strategic plan with the same haphazard disregard, “I know what we are doing, but I’m not exactly sure why”. Sure, the work may get done and it may even be acceptable, but that’s it. This unwillingness to dig deeper into the often emotionally charged facets of D&I practices has left many apathetic about the efficacy this work.
I have extolled the value of diverse thinking within a team for a long time and the benefits cannot be denied, but I have been reading more and more articles conveying fear of “diversity of thought” taking the place of more traditional D&I strategies. Understandably, if those rolling out diversity strategies have no deep understanding of why D&I strategies are in place and what their goal is, “diversity of thought” becomes another checkbox beside race or sexual orientation on the operations plan. What impact might this have on the demographic makeup of the team? Of the future organization?
D&I strategies are in place to address the complex interplay between broader culture and individuals within the workplace. This is no small task and requires vigilance and proactive thinking, a challenge made easier with people around the table that are directly impacted by those decisions. Getting representation at the table must be a critical step in the plan and is widely discussed and accepted. I want to argue though, that it is only one aspect of a well thought out strategy. Having representation from diverse groups that all think along the same lines does not get to the “why” of the D&I strategy, it too merely checks a box; albeit, one that outwardly showcases “progressive” attitudes. The problem is, it fails to create changes in practice, challenges to the status quo or even stretch understandings. This only occurs when we bring people in who have different views and feel safe and supported to share them. “Diversity of thought” is not a strategy in and of itself, it is simply another factor that helps to achieve our D&I goals. Simply put, don’t throw away a really important tool in achieving a diverse workforce because people are unsure how to use it. Teach them, talk about it and reap the benefits for your team.