How Favouritism Threat Turns Diversity Advocates Like You into Diversity Opponents [Research Breakdown]

Favouritism Threat Turns Diversity Advocates Like You into Diversity Opponents.

Today, you’re going to learn how you can avoid this

 In todays show I discuss several things including:

  • The flawed assumption about underrepresented groups as perfect advocates
  • Why the extent to which someone is distinct influences Favouritism Threat
  • The relationship between perceived status and Favouritism Threat much much more

The Flawed Assumption About Underrepresented Groups as Perfect Advocates

I explain the flawed assumptions about underrepresented groups:

“I am saying that there is a false assumption that people from underrepresented groups don’t face any barriers when acting as a “diversity advocate.”

Being Distinct makes you increases your risk of Favouritism Threat

I discuss how being distinct is related to Favouritism Threat:

“Individuals who were distinct from their peers experienced favouritism threat when evaluating people for jobs”

The Relationship Between Perceived Status and Favouritism Threat

I discuss how Perceived Status is related to Favouritism Threat:

“Status was relevant because a low status candidate is likely to be seen as less competent, this relationship is crucial…”

SHOW NOTES

The Triple Threat that Makes Minority Groups Block Diversity & Inclusion Part I

Identity Work & Employee Resource Groups

“Can Diversity Beget Diversity?: Favoritism threat and its effect on advocacy for similar others”

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