Why Inclusion Is the Key to Diversity in the Workplace
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A focus on inclusion creates an environment within organizations where diversity flourishes naturally.
“Discussions about inclusion only begin when the differences between people become more pronounced.”
Real-life scenario: Acommittee has been convened; they want to promote greater diversity and inclusion within the organization. “Good,” says the chair, “Let’s start with inclusion—then diversity will follow naturally.”
Roeli: “Unfortunately,it doesn’t work that easily. Experience shows that conversations about inclusion only really begin when the differences between people become more pronounced, because that’s when problems arise and things start to get rocky.”
Ikram:‘That’s right. Moreover, inclusion means you’re truly open to and listen to other perspectives on the same problem or situation. So you usually don’t achieve greater diversity with just one or two people representing a minority voice on the team, because they’re quickly drowned out.’
Roeli: ‘Exactly, if more than 30 percent of a team has a different perspective, that’s when it really makes an impact. It’s actually very difficult to go against the grain and constantly have to bring your perspective, or your way of thinking or working, to light. If you keep having to say, “Yes, but…” you even run the risk of people getting annoyed. Unfairly so, because these are likely the very issues you need to address.’
Ikram:‘Exactly. Or the diversity that’s embraced will end up conforming, and then you won’t get the full benefit out of it. They’re actually two sides of the same myth: both “inclusion, and then diversity will follow naturally” and “embrace diversity, and then inclusion will follow naturally.” It’s just like a bicycle; you need both pedals. Sometimes you focus a little more on diversity and sometimes a little more on inclusion—that’s how you move forward. You really can’t have one without the other, in terms of attention and investment. You can train the kind of inclusion from the example, but that has to happen in a context with different perspectives and voices. You can’t train inclusion with more of the same workshops on collaboration and team dynamics. To achieve a genuinely open attitude, you have to become aware of your various biases.
“You really can’t have onewithout the other, in terms of attention and investment…”
Roeli: “Yes, but that assumes you could become so aware of your unconscious biases that they no longer play a role. However, you always have those biases, and they don’t just disappear. I’ve been working on diversity for over 10 years now, and I still catch myself with my unconscious biases every day. It’s like you said—the idea of “starting with inclusion” is sometimes just too easy a ‘solution’ in that regard. I’ve never heard anyone say, ‘I’m against inclusion.’ It’s a very nice abstract concept, so we never disagree on that. The moment I ask what’s being done about diversity within a company, I encounter resistance.’
Ikram:‘Yes, so the statement: “Let’s start with inclusion, then diversity will follow naturally,” is actually a way to sidestep the discomfort—and with it, real development and growth.’
Roeli:“I thinkso. That’s why I believe in quotas and targets—because I often see that otherwise, it just doesn’t happen. Firm commitments to diversity ensure that, as a manager, you really have to roll up your sleeves and get to work.”
