06 Jun As we dive into the elements of this course, it i
As we dive into the elements of this course, it is critical to self-assess and reflect on your current knowledge. Please describe what you think makes someone an expert in diversity, equity and inclusion. Are there any qualifications or beliefs that are required to become an expert? How do you identify someone with this expertise? Additionally, ask yourself if you are an expert in diversity, equity and inclusion, why or why not?
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Diversity And Inclusion
The 3 Types of Diversity That Shape Our Identities by Celia de Anca and Salvador Aragón
May 24, 2018
Summary.
Dorling Kindersley/Getty Images
Diversity means different things to different people. A study of 180 Spanish
corporate managers explored perceptions of diversity and found that depending on who is
answering, diversity usually means one of three things: demographic diversity (our…
Diversity means different things to different people. In a study of 180
Spanish corporate managers, we explored perceptions of diversity and
found that depending on who is answering, diversity usually means one
of three things: demographic diversity (our gender, race, sexual
orientation, and so on), experiential diversity (our affinities, hobbies,
and abilities), and cognitive diversity (how we approach problems and
think about things). All three types shape identity — or rather,
identities.
Demographic diversity is tied to our identities of origin — characteristics
that classify us at birth and that we will carry around for the rest of our
lives. Experiential diversity is based on life experiences that shape our
emotional universe. Affinity bonds us to people with whom we share
some of our likes and dislikes, building emotional communities.
Experiential diversity influences we might call identities of growth.
Cognitive diversity makes us look for other minds to complement our
thinking: what we might call identities of aspiration.
It is important to remember that categories only serve the purpose of
classification; in the real world, differences between these categories are
blurred. Diversity is dynamic. But we believe this diversity framework,
though somewhat artificial (as all frameworks are) can be useful to
companies who are trying to refresh their approach to managing
diversity. What kind of diversity does your company focus on? Could
you benefit from broadening your perspective? Let’s take a closer look at
each in turn.
Managing identities of origin. Since the 1980s, most global companies
have developed diversity and inclusion policies led by human resources.
The most frequent include: assessment tools (climate surveys, statistics
monitoring, minority targets), human resources programs (flexible
policies, mentoring or coaching), communication campaigns, and
training programs.
Consider Sodexho. In 2002 the company hired a chief diversity officer,
Anand Rohini, to make diversity a priority. Some of the diversity
priorities at Sodexho focused on gender, ethnicity, disabilities, and age.
Its diversity strategy included a series of systems and processes covering
human resources policies (such as flexibility measures, training,
selection processes and career services); diversity scorecards; and
quantitative targets, mainly regarding numbers of women and
minorities, not only in the organization in general but also in leadership
positions. By 2005 Sodexho was widely recognized as a diversity
champion. For more than a decade it has been consistently ranked
among the best of the DiversityInc top 50 list, and Anand Rohini has
been widely recognized as a global diversity champion.
For Sodexho and other companies taking a similar approach, the result
is an enhanced company image and reputation. Talented individuals in
general, but from minorities in particular, select companies in which
they expect to feel appreciated.
Managing identities of growth. Identities of growth often provide us
with a feeling of security. Our likes and dislikes change over time, and so
our affinity groups change. Identities of growth dictate who we spend
time with.
Many companies have developed friendship-based communities among
employees, typically organizing activities such as weekends away,
departmental Christmas parties, and so on, in a bid to create emotional
ties between workers and the company. But because emotional
communities are held together as much by the likes as by the dislikes of
members, they can be unpredictable and difficult to manage in the long
term. As a result, these emotional communities can sometimes work to
the benefit of organizations, but they can just as often end up having the
opposite effect, particularly when people share a dislike for certain
policies, a particular boss, or for what they consider to be an unfair
situation.
Our research suggests that the best policy for dealing with communities
of growth is through minimum intervention. Emotional communities
will emerge in organizations, whether management likes it or not, and
will have a life of their own. For that reason it is best to take a neutral
position. Creating affinity groups is positive for the company. But these
groups should always be voluntary and develop at their own pace,
without management interference.
Managing identities of aspiration. Our cognitive differences find their
place in a community of aspiration. In those communities, we are
valued for our unique way of understanding and interpreting the world.
A community of aspiration is a space where our ideas are valued for
their contribution to a common project, regardless of our different traits
or individual likes or dislikes.
Innovative organizations are shifting from managing units to managing
challenges or projects, asking employees to voluntarily join projects,
creating structures where employees can move out of their comfort
zones to join temporary communities of aspiration that strengthen
cross-organizational ties and help the company achieve its strategic
goals.
Corporate experience shows that the most effective strategy for
companies to manage communities of aspiration is to create the
contexts and the projects for them to emerge.
Valve Corporation, a video game developer, has defined a unique
corporate structure with no bosses or managers at all. Each member of
the company is invited to define their contribution to the company
according to their choices and preferences. A highly talented developer
specialized in graphics animation might choose to work on a game by
assuming a “group contributor role,” becoming part of the group
developing that game. After finishing this “group contribution,” the
same person might choose to work in a more individualistic fashion on
the next task. This “free to choose” approach is mirrored in the firm’s
office design. Valve offices incorporate wheeled desks to foster mobility
and allow the fast configuration and reconfiguration of groups as well as
individual work.
Understanding multiple types of diversity is particularly relevant in our
tribal times. Individuals now construct identities consciously. We want
to play with a multiplicity of identities and use them in as many
different roles as their different affiliations allow.
We live in complex times, when complex solutions are need it and where
a one solution for all approach no longer works. Each form of diversity is
different and requires its own management strategy to effectively
integrate people. Diversity is a journey and, like any journey, requires
careful navigation.
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