By Michael V. Nguyen 5 minute Learn
On one hand, that is definitely a welcome improvement since lack of DEI (range, fairness, and inclusion) in the enterprise world reinforce systemic inequalities and injustices. These inequalities are what sparked the protests in the primary place.
Alternatively, it additionally presents a possible drawback in that too many range applications initiatives are carried out in ways in which not solely result in subpar outcomes however could cause extra hurt.
To keep away from these pitfalls, companies must develop higher consciousness and sensitivity, and that may solely be performed by first gaining a clearer understanding of what these pitfalls are.
Specializing in the “D” in DEI
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A standard 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 range, so the numeric and proportional illustration of various teams inside a company.
This kind of effort is completed extra by prioritizing job functions submitted by just a few goal teams, adopted by emphasizing hiring folks from these teams. It’s not that that is fallacious in itself. “D” is a part of “DEIB,” in any case. The issue is when companies deal with this to the exclusion of the opposite elements that make up DEIB (the “fairness, inclusion, belonging”). Relatedly, if we’re utilizing the choice the JEDI acronym, we might additionally use a “J” for “justice.”
A part of the issue with specializing in simply the “D” (and there are a lot of 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 “range” is the proverbial tip of the iceberg, then “fairness,” “inclusion,” and “belonging” are the opposite 90% beneath the water. Sadly, appearances should not solely deceiving, they’re additionally very highly effective. Persons are not conditioned to look under the floor. However 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 typically find yourself not simply ineffective however damaging.
Nonetheless, a noticeable lack of seen range can not less than carry consideration to the very fact since exterior observers or the staff themselves usually tend to discover. But when a company manages to make their workforce seem various however, on the identical time, does little for real fairness, inclusion, and belonging, then that is arguably worse than if they’d performed nothing in any respect because the invisible limitations and discimination can get hid by the surface-level range.
Performative DEI and self-serving goals
One thing even worse than focusing completely 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. However what makes performative DEIB much more dangerous is that underlying the “efficiency” (i.e., diversity-themed events or social media campaigns constructed round hashtags) are self-serving motives rooted in extreme concern for ROI.
This could be extra acceptable if it had been undergirded by substantial work being performed concurrently in the areas of fairness, inclusion, and belonging. However when performed with out these issues, performative DEIB reaches an virtually insidious degree of harmfulness in that it creates extra rewards and privileges for the already privileged whereas doing little of substance for the underprivileged. Basically, it’s additional un-leveling an already unlevel taking part in area.
One other frequent pitfall is, as an alternative of sharing accountability throughout the group, to put all of the burden of DEIB initiatives on the shoulders of a chief range officer. Typically, this government could also be a pacesetter who, as a result of their background and expertise, could also be higher suited in a distinct C-suite position equivalent to an HR officer. This often happens with Black women, who’re the most typical demographic chosen to function CDO however who, except they’ve a background in DEIB and are given enough assets, typically find yourself burning out.
On the identical time, organizations should take care to not make the other 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 position. 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 difficulty. However on the very least, a company mustn’t go this route with no cautious consideration of its personal distinctive state of affairs.
The cumulative results of these pitfalls is that even when their intentions are good, organizations typically find yourself reinforcing the present system. A sentiment that’s generally expressed is that the “system is damaged,” 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 range 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 might be taken, not less than not if companies want to make an actual distinction and dwell 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 difficulty that may be recognized is linked to an enormous physique of conduct patterns, psychological fashions, and oppressive methods of which 90% is hidden beneath the floor. It’s solely when these methods and their connections to the seen DEIB points on the floor might be recognized that true, lasting options might be developed as an alternative of short-term, reactive options.
Michael V. Nguyen is a professor on the College of Southern California.