Getting Serious About Diversity? Enough Already with the Business Case

Enough Already with the Business Case; that’s the message of an article that I don’t want you to miss

If you’re serious about Diversity, you need to pay attention to this

Get your pen and paper ready because we’re talking about a useful way of thinking about the Business Case for Diversity

In today’s show we discuss several things including:

  • An article that addresses the Business Case for Diversity in a way you probably haven’t encountered
  • The views we share with two legendary Diversity Researchers
  • How much I’ve been preparing you for the work you need to do and much more

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

Business Case for Diversity has not been established in the way you’ve been led to believe

“Leaders may mean well when they tout the economic payoffs of hiring more women and people of color, but there is no research support for the notion that diversifying the workforce automatically improves a company’s performance.”

Changing the culture of the organisation through leadership is the key

“they also acknowledged how difficult it was in practice so they recommend doing this by changing the organisational culture”

A learning learning-and-effectiveness paradigm is the way forward

“people draw on their experiences as members of particular identity groups to reconceive tasks, products, business processes, and organizational norms. This they argue enables companies to increase their effectiveness.”

SHOWNOTES

Getting Serious About Diversity: Enough Already with the Business Case

Robin J. Ely – Faculty & Research – Harvard Business School

David A. Thomas – Faculty & Research – Harvard Business School

Why Diversity & Inclusion Leaders Need To Be Fact Checked

Why You’re Being Misled By Diversity & Inclusion Research

Why Leaders Don’t Respect Diversity & Inclusion Where You Work

The Rhetorical Problem of Diversity & Inclusion

The Platitude Problem of Diversity & Inclusion

How You Can Use An Evidence Based Approach to Diversity and Inclusion

Do You Promote The Business Case or Social Justice Case For Diversity?

Everything You Need To Know About The Famous McKinsey Report ‘Why Diversity Matters’ [Report Breakdown]

Everything You Need To Know About Delivering through Diversity The Follow Up Study To The Famous McKinsey Report [Report Breakdown]

Diversity Matters/Delivers/Wins Revisited in S&P 500® Firms

Why Our Meta Approach To Diversity & Inclusion Is Like No One Else

3 Reasons Why Archetypes And Stereotypes Are Important for Inclusion

 

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