Rethinking Organizational Diversity, Equity, and Inclusion

A Step-by-Step Guide for Facilitating Effective Change

William J. Rothwell, Phillip L. Ealy, Jamie Campbell, William J. Rothwell, Phillip L. Ealy, Jamie Campbell

• Publisher: Productivity Press
• Year: 2022
• eBook ISBN: 9781000575507
• Edition: 1
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

Research has shown that having a diverse organization only improves and enhances businesses. Forbes and Time report that diversity is an $8 Billion a year investment. However, poorly implementing diversity programs have damaging effects on the organization and the very individuals these programs attempt to help. Poorly implemented programs can cause peers and subordinates to question decisions and lose faith in leadership. In addition, it can cause even the most confident individuals to doubt their own skillset and qualifications. Many organizations have turned to training to solve this complex issue.

Yet still, other organizations have created and filled diversity and inclusion positions to tackle the issue. The effects of these poorly implemented programs are highlighted during strenuous times such as the latest COVID-19 pandemic. Marginalized people are more marginalized, and resources and support do not reach everyone. Tasks such as providing technical support, conducting large group meetings, or distributing work obligations without seeing employees on a daily basis becomes more challenging.

Complex problems cannot be solved with simple solutions. Using organization development (OD) to develop a comprehensive change initiative can help. This book outlines how properly conducting an OD change initiative can effectively increase an organization's diversity and inclusion -- it is grounded in research-based literature on diversity and OD principles.

Many organizational leaders realize the key importance of diversity, equity, inclusion and multiculturalism in modern organizations. It is only through such efforts can organizations thrive in a networked world where much work is done virtually—and often across borders.

But a common scenario is that leaders, recognizing the need for a diversity program, will pick someone from the organization to launch it. Perhaps the person identified for this challenge is in the HR department but has had no experience in launching diversity efforts—or even in managing large-scale, long-term, organization wide change efforts. But these are the challenges to be faced.

This book quickly identifies some reasons why diversity programs fail and how to avoid those failures. The majority of the book highlights how to use OD to improve organization culture and processes to not only increase diversity and inclusion but develop overall organization talent and prevent personal preferences and biases from hindering the selection of the best talent for positions.

I Establishing the Foundation for DE&I

DOI: 10.4324/9781003184935-1

Part I consists of the Overview only. It establishes a foundation for DE&I, encouraging readers of this book to engage the managers and workers in their organizations to clarify the philosophy guiding DE&I in their organization(s).

Overview: What’s in a Name?

William Brendel

DOI: 10.4324/9781003184935-2

Contents

Why We Chose Diversity, Equity, and Inclusion (DE&I)

How We Collectively Define DE&I

Customizing Your Naming Convention

Works Consulted

Why We Chose Diversity, Equity, and Inclusion (DE&I)

The acronym DE&I does not come without debate. Compelling cases exist for adding terms such as “Justice” (National Health Foundation 2021), “Belonging” (McGregor 2019), “Accessibility” (American Alliance of Museums 2021), and “Engagement” (The National Council 2020). Some also suggest changing the order of terms, placing “Equity” or “Justice” in front of “Inclusion” or “Diversity.” Though definitions vary depending on the source, DE&I continues to be the most prevalent terminology in professional associations, including the Organization Development Network (2021), Association for Talent Development (2021), the Society for Human Resource Management (2021), and the Society for Industrial and Organizational Psychology (2021). DE&I is also widely referenced in management literature, including the Harvard Business Review and Forbes, and consulting outlets like Deloitte (2021) and McKinsey & Company (2021). According to a recent Indeed.com job search, over 4,344 positions in the United States include “DE&I” in their titles (2021). Therefore, to be consistent and relatable, we have adopted the acronym “DE&I” for this book.

How We Collectively Define DE&I

The authors of this book also agree that although our definitions of DE&I differ slightly – as is to be expected – what is universal to them all is the intentional, organization-wide effort to restore, cultivate, and sustain humanity at work. Humanity is an anchoring term that implies diversity, equity, and inclusion, and a host of related synonyms: compassion, kindness, fairness, charity, and generosity. Humanity is also something we all innately share, belong to, and it bears a sacred responsibility to improve, protect, and celebrate at work. As we utilize the term DE&I, our meaning differs little from the definitions provided by the outlets noted above.

Customizing Your Naming Convention

Given the sheer number of histories, cultures, and languages throughout the world, arriving at a single acronym that conveys DE&I would, paradoxically, require a certain level discrimination, inequity, and exclusion. Even the relatively small number of contributors to this book, who hold much in common, must sacrifice some of their preferences for consistent terminology. You will undoubtedly face the same challenge. Because OD practitioners value learning and collaboration as part of successful change efforts (Yoon et al. 2020), your organization can benefit by using this naming opportunity as:

1. An object lesson that invites employees to enter dialogue around the definitions, associations, relevance, and intersectionality of these terms.
2. A continuous improvement endeavor that leaves space for additional reframing and renaming as new research and organizational discoveries are provided.
3. A chance to translate these terms from statements in employee handbooks to generative questions that encourage experiential learning, professional growth, and genuine acceptance.

To assist you with adopting, creating, or revising your terminology, we offer the following “DE&I Kickoff Naming Tool” (see Overview Addendum Tool 1), which includes helpful framing, questions to discuss, and a decision-making framework. The following tool presents the ideal facilitation; however, we realize that due to pressures and unique differences in your organization this may not be possible.

Overview Tool 1: Kickoff Tool for Choosing and Defining Terminology

Overview

This meeting is your kickoff to an ongoing process of dialogue, consensus building, appreciation, and ownership of DE&I efforts across all levels of your organization. Your objective is to convene a diverse group of internal stakeholders to suggest, reflect, refine, and decide upon the title/acronym associated with your DE&I efforts.

1. Select Your Participants: Invite a diverse group of representatives from your executive leadership team, including the CEO, Human Resources, Employee Resource Groups (ERG), high-potential emerging leaders, Training & Development, and other individuals who have formal or informal influence. Ensure that your group has as much diverse representation as possible.
2. Prepare Your Slides: Ask participants to email you their personal understanding of the terms “Diversity, Equity, and Inclusion.” Ask them to describe the core concepts, observable behaviors, and feelings associated with each word. Also ask that they send additional words you should consider for your official title/acronym and have them define these as well. Review participant submissions and create a handout that lists all keywords in the order of their frequency. Place a star next to descriptive words used by professional associations. Create a second slide with blank columns under the headings “Primary Terms,” “Secondary Terms,” and “Change Initiatives.”
3. Facilitate Dialogue: Discuss and sort terms in the following way:
   1. a. Primary Terms are those you will utilize in your title; begin with the terms diversity, equity, and inclusion.
   2. b. Secondary Terms are more specific behavioral- and change-oriented, and may be more suitable for your vision or mission. Discuss whether any terms on your list are synonyms, antonyms, or are part of the definition of diversity, equity, and inclusion. If any of your words are not directly related to diversity, equity, and inclusion, consider adding them to your list of Primary Terms.
   3. c. Change Initiatives are words that are associated with primary and secondary terms but imply larger strategic objectives. Align these with primary/secondary terms.
4. Finalizing Your Acronym: Before deciding on your acronym, discuss the following:
   1. a. Vision and Mission: Discuss whether any terms are critical to your organization’s mission; it may be worth including these in your Primary Terms list. For instance, “Accessibility” is particularly important in healthcare and education. If you are a social justice organization, consider including the word “Justice” in your acronym.
   2. b. Global Meaning: Discuss how well each of your terms translates in different parts of the world. Even if you are not a global organization, the chances are that you have a multicultural workforce.
   3. c. Order of Terms: Decide on the order of primary terms used in your official title/acronym. Order conveys importance. Reflect on your dialogue for guidance on your final decision.

Works Consulted

1. American Alliance of Museums. n.d. “Definitions of Diversity, Equity, Accessibility, and Inclusion.” Accessed June 26, 2021. https://www.aam-us.org/programs/diversity-equity-accessibility-and-inclusion/facing-change-definitions/
2. Association for Talent Development. n.d. “DE&I Discussion Series.” Accessed June 26, 2021. https://www.td.org/de-i-discussion-series
3. Deloitte. n.d. “Diversity Equity & Inclusion Transparency Report.” Accessed June 26, 2021. https://www2.deloitte.com/us/en/pages/about-deloitte/articles/diversity-equity-inclusion-transparency-report.html
4. Forbes. n.d. “HR Transformation: Why Diversity Equity and Inclusion Is Here to Stay.” Accessed June 26, 2021. https://www.forbes.com/sites/sap/2021/05/24/hr-transformation-why-diversity-equity-and-inclusion-is-here-to-stay/?sh=2936b0f428cb
5. Harvard Business Review. n.d. “Update your DE&I Playbook.” Accessed June 26, 2021. https://hbr.org/2020/07/update-your-dei-playbook
6. Indeed.com. n.d. “Job Search for ‘Diversity Equity and Inclusion’.” Accessed June 26, 2021. https://www.indeed.com/jobs?q=diversity+equity+and+inclusion&l=USA
7. McGregor, Jenna. 2019. “First There Was ‘Diversity.’ Then ‘Inclusion.’ Now HR Wants Everyone to Feel Like They ‘Belong.’” The Washington Post (December). Accessed June 26, 2021. https://www.washingtonpost.com/business/2019/12/30/first-there-was-diversity-then-inclusion-now-hr-wants-everyone-feel-like-they-belong/
8. McKinsey & Company. n.d. “Insights to Guide Organizations in 2021, Part 3.” Accessed June 26, 2021. https://www.mckinsey.com/business-functions/organization /our-insights/the-organization-blog/insights-to-guide-organizations-in-2021-part-3
9. National Health Foundation. n.d. “Justice, Equity, Diversity, and Inclusion.” Accessed June 26, 2021. https://nationalhealthfoundation.org/people-culture/justice-equity-diversity-inclusion
10. Organization Development Network. n.d. “DE&I Resources.” Accessed June 26, 2021. https://www.odnet...

Table of contents

• Cover
• Half-Title
• Title
• Copyright
• Dedication
• Contents
• Preface
• Acknowledgments
• About the Editors and Contributing Authors
• Advance Organizer
• PART I ESTABLISHING THE FOUNDATION FOR DE&I
• PART II A STEP-BY-STEP APPROACH TO IMPLEMENTING A DE&I EFFORT
• PART III FUTURE TRENDS IN DE&I
• PART IV RESOURCES TO SUPPORT IMPLEMENTATION OF A DE&I EFFORT
• Index