By Michael V. Nguyen 5 minute Read
On one hand, that is definitely a welcome growth since lack of DEI (variety, fairness, and inclusion) in the enterprise world reinforce systemic inequalities and injustices. These inequalities are what sparked the protests in the primary place.
On the opposite hand, it additionally presents a possible downside in that too many variety applications initiatives are carried out in ways in which not solely result in subpar outcomes however may cause extra hurt.
To keep away from these pitfalls, companies must develop higher consciousness and sensitivity, and that may solely be achieved by first gaining a clearer understanding of what these pitfalls are.
Table of Contents
Focus on the “D” in DEI
A typical mistake many organizations make is to expressly deal with the “D” in DEIB. Adopting simply this restricted view, management groups deal with solely what’s outwardly seen or compositional variety, so the numeric and proportional illustration of various teams inside a company.
This type of effort is completed extra by prioritizing job purposes submitted by just a few goal teams, adopted by emphasizing hiring folks from these teams. It’s not that that is flawed in itself. “D” is a part of “DEIB,” in any case. The downside is when companies deal with this to the exclusion of the opposite components that make up DEIB (the “equity, inclusion, belonging”). Relatedly, if we’re utilizing the choice the JEDI acronym, we’d additionally use a “J” for “justice.”
Part of the issue with specializing in simply the “D” (and there are numerous issues with it) is that it creates the outward phantasm of fairness and inclusion.
To higher illustrate this idea, consider an iceberg. Ninety p.c of it’s underwater and never instantly seen. If “diversity” is the proverbial tip of the iceberg, then “equity,” “inclusion,” and “belonging” are the opposite 90% beneath the water. Unfortunately, appearances aren’t solely deceiving, they’re additionally very highly effective. People aren’t conditioned to look under the floor. But as with bodily icebergs, it’s that which lies past the instantly seen is what ship navigators should fear about. This is without doubt one of the methods in which DEIB initiatives usually find yourself not simply ineffective however damaging.
However, a noticeable lack of seen variety can at the very least carry consideration to the actual fact since exterior observers or the staff themselves usually tend to discover. But if a company manages to make their workforce seem various however, on the similar time, does little for real fairness, inclusion, and belonging, then that is arguably worse than if that they had achieved nothing in any respect because the invisible obstacles and discimination can get hid by the surface-level variety.
Performative DEI and self-serving goals
Something even worse than focusing solely on the “D” is performative DEIB work, which is equally frequent.
There’s some overlap between performative DEIB work and DEIB work that focuses solely on the “D” in that each are about appearances. But what makes performative DEIB much more dangerous is that underlying the “performance” (i.e., diversity-themed events or social media campaigns constructed round hashtags) are self-serving motives rooted in extreme concern for ROI.
This may be extra acceptable if it have been undergirded by substantial work being achieved concurrently in the areas of fairness, inclusion, and belonging. But when achieved with out these issues, performative DEIB reaches an nearly insidious stage of harmfulness in that it creates further rewards and privileges for the already privileged whereas doing little of substance for the underprivileged. Essentially, it’s additional un-leveling an already unlevel taking part in area.
Another frequent pitfall is, as a substitute of sharing accountability throughout the group, to position all of the burden of DEIB initiatives on the shoulders of a chief variety officer. Often, this government could also be a pacesetter who, attributable to their background and expertise, could also be higher suited in a unique C-suite function similar to an HR officer. This often happens with Black women, who’re the commonest demographic chosen to function CDO however who, until they’ve a background in DEIB and are given adequate assets, usually find yourself burning out.
At the identical time, organizations should take care to not make the alternative mistake of hiring a white, heteronormative, able-bodied male in the place of CDO. Not solely is that more likely to be interpreted in this present day and age as tone deaf, even well-intended white allies can endure from “advantage blindness,” limiting their effectiveness in a CDO function. Admittedly, there could also be some conditions in which having a white CDO could have some potential advantages so it isn’t a black-and-white situation. But on the very least, a company shouldn’t go this route and not using a cautious consideration of its personal distinctive state of affairs.
The cumulative results of these pitfalls is that even when their intentions are good, organizations usually find yourself reinforcing the present system. A sentiment that’s generally expressed is that the “system is broken,” however it’s in reality working precisely as supposed, which is to privilege and empower sure teams and marginalize and oppress others. Dismantling and reimagining it, due to this fact, is the one possible way that variety initiatives can obtain their purported goals.
None of that is to dissuade organizations from pursuing initiative. These pointers are supposed to assist companies higher perceive that efficient DEIB work isn’t simple and that it isn’t an space the place shortcuts will be taken, at the very least not if companies want to make an actual distinction and reside as much as the pledges lots of them made in 2020. It requires true, honest dedication over the long run.
To once more use the iceberg analogy, any seen DEIB situation that may be recognized is linked to an enormous physique of habits patterns, psychological fashions, and oppressive programs of which 90% is hidden underneath the floor. It’s solely when these programs and their connections to the seen DEIB points on the floor will be recognized that true, lasting options will be developed as a substitute of short-term, reactive options.