3 Ways to Address The Free Rider Problem of Diversity & Inclusion

There’s a massive issue with free riding when it comes to Diversity and Inclusion

Some people do the hard work and others benefit for free

Get your pen and paper ready because we’re talking about 3 Ways to Address The Freerider Problem of Diversity & Inclusion

This is the second in a two-part series about unearned benefits

Last week we spoke about a career short cut that is devastating for inclusion if you haven’t already, make sure you check out that show

This week we’re talking about free riding but in a way you probably haven’t considered before.

In today’s show we discuss several things including:

  • An economic approach you haven’t considered
  • Why shared interests are so important to Inclusion
  • How to avoid a transactional approach to Inclusion and much more

Here’s some of what we discuss on the show:

Inclusion has features of a public good

 “During my conversation with Zoe, it felt as if  Zoe was thinking about Inclusion as a public good”

 Inclusion has free riders

 “Other people in the organisation would receive unearned benefits as a result of your actions you couldn’t  stop them.”

 Employee resource groups may be part of the solution 

we think of employee resource groups as an important part of the solution to the three biggest problems that organisations experience on their inclusion journey. People, Potential, Performance”

SHOWNOTES

A Career Shortcut that Devastates Inclusion

The Free Rider Problem 

Freed Rider Problem Investopedia 

A Solution To The 3 Biggest Problems Found In Organisations Trying To Become More Inclusive

3 Reasons Why Employee Resource Groups Are Like Websites In The Year 2000

The 3 Types Of Employee Resource Group You Need to Understand To Create Inclusion

How Employee Resource Groups Can Save You Millions A Step-By-Step Guide For Inclusion [Interview with David Clark]

Dr Jonathan’s PhD Thesis 

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences