Why You’re Being Misled By Diversity & Inclusion Research

If you listen to anything or read anything from people talking about Diversity & Inclusion. Chances are you’re being misled by the “research” that they’re using

Get your pen and paper ready because we’re talking why you’re being misled by research that people use to support their claims about Diversity and Inclusion.

This is a devastating problem that nearly everyone ignores and I think it’s because most people don’t know any better

This is the second in a two-part series on how we use information to make decisions about inclusion

In today’s show we discuss several things including:

  • Some shortcuts you should stop using
  • The attraction of using research as evidence
  • Some people I want you to avoid

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

People are making false claims using good research

 “These are false claims, the research doesn’t say what the person claims it says. By the way, these are unforced errors, very easy to check”

 People are masking their Agendas hiding behind research  

 “This is when the agenda matters the research being presented promotes a particular agenda, it may not be the one that you think”

 People are using poor methods and this creates poor research

 “If the methods aren’t right, the result can’t be right either”

SHOWNOTES

The Crucial Difference Between Information and Insights for Inclusion  

PhD Thesis

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

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

5 Ways Organisations Get Inclusion Wrong

Why are we still getting inclusion wrong?

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