The Performative Problem of Diversity & Inclusion

One of the accusations that gets thrown around about organisations is that when it comes to inclusion their behaviour is performative

What if we’re part of the problem?

Get your pen and paper ready because we’re talking about The Performative Problem of Diversity & Inclusion

In today’s show we discuss several things including:

  • An increasingly common accusation made against organisations
  • Why we may contribute to a Performative environment
  • What Digital Ethnography tells us about Performative Behaviours and much more

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

Performative behaviour is rampant in the 21st century

She goes on to say that we need to start viewing performative behaviour as extensions of fully formed individuals.”

Performative behaviour is one of the 7 common mistakes that organisations make on their inclusion journey

“The R stands for Reputation: Organisations Focus on credibility indicators and Reputation instead of addressing the problem”

It’s useful to consider the intentions of the performer

“This may help you with your decision; are their words and actions aligned?

 SHOWNOTES

Exploring Diversity and Anti-Racism in the Workplace with Dr. Jonathan Ashong-Lamptey [Video]

Performative | Definition of Performative by Merriam-Webster

LOLZ OMG, I’M DEAD. The Rise of Performative Behavior in Social Media, and Its Implications for Digital Ethnography – EPIC

Katheleen Hartnett

The Reason You Are Ignoring The Diversity Promises Your Company Is Making To You

The Performance of Self In Everyday Life  [Book Review]

The 7 Common Mistakes Experienced By Organisations

BUSINESS CASE: Rely on a generic BUSINESS case for diversity 

REPUTATION: Focus on credibility indicators and REPUTATION instead of addressing the problem 

INTERVENTION: Place their hope on a single INTERVENTION

SENSE: Rely on so called common SENSE instead of an evidence based approach 

TIME: Try to address aspects of D&I One at a TIME

ONE SIZE: Use a ONE SIZE fits all approach to issues of D&I

LEADERS: Focus only on senior LEADERS

 

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