As part of my ongoing series to make business psychology models more simple and practical, I seek to address the question:
What is Diversity & Inclusion?
Equality. Diversity. Inclusion.
Three words that, in my experience, are thrown around in organisations with wanton abandon. Having worked with many different companies on their diversity and inclusion agendas, it is obvious that companies want to “do something about it” but that there is a huge amount of confusion about what “it” is. These three terms are often confused, misunderstood or seen as one and the same thing. But there are key distinctions.
At its most basic, equality is about living up to our legal obligations. We’re talking about employment and equality legislation that originated in the USA in the fifties and sixties and spread globally. Nowadays, it’s things like the Equality Act 2010 here in the UK (and other variations across the globe). Equality is therefore massively important as it provides legal protection against discrimination for individuals who share certain “protected characteristics” (gender, ethnicity, sexual orientation, etc). However, if we are going to be cynical about it, it is also the bare minimum we need to do to avoid landing ourselves in legal hot water. It’s reactive and defensive in nature.
Diversity is a much more positive and proactive recognition that difference in an organisation is an asset. It is something to be grown and nurtured. It also broadens our thinking beyond the obvious and legally protected signs of difference to literally everything that makes us different. Class. Socio-economic background. Political views. Personality and working style. All of this adds the rich tapestry that makes us who we are.
But while you can have a diverse organisation, that doesn’t mean it is an inclusive one. I have worked with companies that are pretty diverse (although usually not at all levels) but when you look at how people work together, you see cliques and silos. You see certain groups having access to information and opportunity that others don’t. Inclusion is about creating an culture that enables difference of background, experience and perspective to fulfil its potential.
So, yes we have to live up to our legal obligations. That bit is obvious. Most will also agree that difference (diversity) is essential. But the benefits of difference can only be realised through inclusion. If diversity is about being invited to the party, inclusion is being asked to dance.
And finally, why is all of this so important? Well, I could write a book on the “business case” for diversity. And many others have done exactly that. However, the simplified version is that diverse and inclusive organisations outperform their competitors in attracting and retaining talent, building engaged and productive teams, enhancing collective creativity, and meeting financial targets. But, rather than go on and on about that, here is the most compelling reason of all – it is just the right thing to do. Full stop. End of lecture.
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