This book seeks to explain the nature of discrimination and exclusion and why these are so prevalent in our societies. The continued failure to overcome these obstacles prevent organisations from taking advantage of the significant benefits and returns that come from being inclusive in the face of diversity. It explores the key drivers of non-inclusive behavior and how they can be countered before providing guidance on how organisations can successfully pursue inclusive culture change. With a mix of applied academic theory, practical examples and real-world experiences, the book examines the topic of D&I from four perspectives: (I) Why diversity and inclusion matters. (II) The forces of exclusion and isolation. (III)The imperative conditions of change. (IV)The organisation of the culture transformation process.
In doing so, the book meets the diverse needs of those involved in corporate governance, board members, executives, and even consultants who want to understand the intricacies of cultural diversity and inclusion and why so many programmes fail. For academics in organisational behavior, equity, diversity, and inclusion, trained in the social sciences and anthropology, the book offers a guide to the practical application of theory and the implementation of policies that cannot rely on the assumption of stability and consistency. This book is an invitation to anyone who wants to take on the challenge of making a difference and organisational change a reality.
Dr. Doyin Atewologun, psychologist, scientist, practitioner and leading expert in the field of promoting inclusion and excellence in organizations, provided valuable consultancy to the author during the creation of this book.
Author(s): Anthony Smith-Meyer
Series: Diversity and Inclusion Research
Publisher: Springer
Year: 2022
Language: English
Pages: 289
City: Cham
Foreword
Preface
Acknowledgements
About the Author
About the Consulting Editor: Dr Doyin Atewologun
Introduction
The Constant Struggle
Turning the Tide
Sidenote on Terminology
Contents
Part I: Of Diversity and Discrimination
1: #TheSinsOfOurFathers
1.1 Is the World Your Oyster? Discovering Discrimination
1.2 Uniqueness: Discovering Inclusion
1.3 Diversity: The Good and the Difficult
Square Pegs in Round Holes
What Is the Problem?
1.4 The Identity Tension: Identities and Society
1.5 Choosing Diversity: Choosing Destiny
The Organisational Opportunity
Those Who Dare, Win
Organising for Conflict
From Algorithm to Compassion
References
2: #TimesOfChange: Where Are We Now?
2.1 Things Are Getting Worse, Not Better
Force and Counter-Force
2.2 Society, Organisations and Leadership
2.3 Opening Doors to Diversity
The Merit Aristocracy
Life on the Career Ladder
References
3: #DiversityRocks: Why Do We Care?
3.1 Diversity and Inclusion: Two Words, Two Concepts
Diversity and Inclusion: Go Together Like a Horse and Carriage
3.2 ``Time to Change Course, Captain´´: Introducing Change
To Rock the Boat or Not
3.3 Citizenship But for Whom?
Better Safe Than Sorry?
3.4 Forces for D&I: The Focus on Change
Times; They Are a-Changing
References
Part II: Identifying the Scale of the Challenge
4: BirdsOfaFeatherFlockTogether: Living Apart Together
4.1 The Barriers That Separate Us: See, Hear and Speak No Evil
The Communication Barrier
Social Perception and Information Processing
4.2 The Dual Forces of Exclusion
In the Blue Corner
In the Red Corner
4.3 The Curse of History: The Narrative of Legacy
4.4 A Question of Trust and the Fear of Strangers
People Like Us
4.5 If You Can´t Beat Them, Join Them
Integration and Adaption
The Bribe
The Metachrosis Effect
My Avatar and I
The Bind of Intersectional Discrimination
4.6 Light at the End of the Tunnel
References
5: #BreakingTheMould: Why Traditional D&I Programmes Fail
5.1 The Tyranny of the Unconscious Mind
When D&I Programmes Fail
5.2 First, Tentative Words and the Open Mind
Charting a New Course
Education and the Marley Hypothesis
5.3 D Just Another Risk?
D&I Policy
Diversity Recruitment: Risk, Reward, and Making Waves
The Inclusive Self or Not
5.4 Culture Change: A Human Affair
Walking the Talk
The Power of Networks
It Is a Full-Time Occupation
References
Part III: Campaigning for Change
6: #CultureChange: What It Is and How It Works
6.1 What Is Organisational Culture?
Levels of Cultural Maturity
The Power of Culture
The Culture Cycle
6.2 On Compliance and Culture
6.3 Defining Strategic Culture
From Chaos to Performance
The Role Model Organisation
6.4 Culture Change: No Small Task
The Dismantling of Legacy
Manifestations of Culture: Ghosts of the Past or Visions of the Future?
6.5 Pillars of Organisational Culture: The Ground Rules for Change
The Inclusive Culture
Academic Coat Hooks
References
7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change
7.1 The Nature of Conflict: For Better or Worse
Functional Conflict and Diversity
7.2 The Trust Antidote: Generating Collaboration Through Dialogue
Hitching the Charrette to a Horse Called Purpose
7.3 The Politics of Influence and Power
7.4 The Management of Influence and Power: The Alignment of Objectives
Influencing Networks
7.5 It Is Not What You Say, It Is How You Say It
Preparing the Campaign
7.6 Know the Terrain: Choosing Messengers Wisely
References
8: #OfficePolitics2: Marketing the Change
8.1 The Tools of Persuasion
Incentives and Disincentives
A Bird in the Hand Is Better Than Two in the Bush
8.2 Social Networks for Change
The Chains That Bind Us
Bridging the Divide
Linking Potential
8.3 Spheres of Influence: Empowering the Messengers
Tooling Up the Ambassadors
Gaining the Support of the Crowd
8.4 Appointing the D or Not?
Choosing the Face of Diversity and Inclusion
Avoiding the Glass Cliff of D&I
The Diversity Cocktail
References
9: #ImperativeConditionsOfChange: What Are the Critical Success Factors?
9.1 Of Leadership and Culture: The Path to Inclusiveness
Five Steps to Inclusivity
9.2 The Three Imperatives
Imperative #1: Inclusive Leadership
Imperative #2: A Culture of Trust
Imperative #3: A Living Dialogue
The Trinity of Imperatives
References
10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits
10.1 The Effective Leader
10.2 Identifying Inclusive Leadership
An Iron Fist in a Silk Glove
Motivation and Leadership
10.3 Leadership by Example and Conviction: Transformational Leadership
Conviction, Consistency and Outcome
10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability
10.5 Baby Steps to Empowerment: Participative Leadership
Forms of Empowerment
Inclusion and Empowerment
10.6 Moral Leadership
Stoic Leadership
References
11: #ClearingTheAttic: The Imperative Condition of a Trust Culture
11.1 Leadership and Culture
11.2 A Culture of Trust: Its Purpose and Character
Trust: The Foundation of Lasting Change
11.3 Organisational Justice
The Assumption of Trust
11.4 The Cultural Legacy of Prejudice
Unburdening the Past
The Fallacy of ``Cancel Culture´´
11.5 The Creation of Open Cultures
Behavioural Assessment and Compensation
The Fortiomas Behavioural Targets
11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink
References
12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds
12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege
Conversation Partners
Natural Selection; and Deselection
12.2 The Foundations of Dialogue: Communication
Theory U and the Four Levels of Listening
12.3 Preparing Ourselves for Dialogue
Humility at the Root of Empathy
Citizens of the Moment, Not the Past
The Power of Empathy
12.4 The Enduring Conversation
The Changing Conversation
Setting the Agenda: Together
12.5 The Stakeholder Dialogue Process
The Generation Gap
Stakeholder Management
The Work Has Just Begun
References
13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground
13.1 Organising for Dialogue
Combining Empathy and Collegiality
Scenario Training
13.2 The Meeting Place
Employee Resource Groups
13.3 Online Forums: Their Shapes and Sizes
Internal Communications
Intranet and Social Media
13.4 The Elephant in the Room: We Are Human After All
Part One: We Are Lazy
Part Two: We Are Emotional
Motivating a Change of Mind
Words Matter Along with the Rest
13.5 Authenticity Matters
The Full Package
References
Part IV: The Governance of D&I: Best Practice Standards
14: #InclusiveGovernance: Making It Happen
14.1 The Governance of Culture Change: Positioning the D&I Function
The Central Role of Boardroom Leadership
Board Delegation of Authority
The Chief Executive Officer
Executive Duties
Board Delegation of Mandate
14.2 Diversity and Inclusion as a Control Function
The ``Three Lines of Defence´´
Reporting Lines: First Line of Defence
Reporting Lines: The Second Line of Defence
Reporting Lines: The Third Line of Defence
14.3 Ensuring the Independence of Internal Control Functions
The Reality of the Remote Diversity and Inclusion Officer
Reporting Lines of the Diversity and Inclusion Function
Of Sticks and Carrots
References
15: #InclusionMetrics: Defining Success of Diversity and Inclusion
15.1 Getting Past Blinkered Vision: Or Blinded by Numbers?
Creating a Social Accounting Database
15.2 Basic Diversity and Inclusion Reporting
The Exit Interview Unmined
Raiding the Risk Management Archives
15.3 Cultural Diagnostic Tools
The Inclusion Culture Niche?
15.4 Social Listening: Opportunity or Threat?
The Follow-Up
15.5 Monitoring Working-from-Home and Remote Locations
Reinforcing Virtual Inclusion
15.6 Putting the Horse Before the Cart: The Role of Reporting Formats
15.7 Success: You Know It When You See It
References
16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm
16.1 Leadership in a Leaderless World
Beyond the Firm
16.2 The Case Studies
Case Study One: Microsoft
Microsoft Culture
On Culture Change
Minority Representation in the Workforce
The Microsoft Ecosystem
Strengthening Communities
Education
Social Justice
Charity Begins at Home
Case Study Two: EY USA
Do as I Say
Nine Inclusive Steps
EY in the Real World of #BLM
16.3 Case Study Conclusions and Comparison
Of Head and Heart
16.4 Be the Change: Ask Not of Others What to Do
Beyond Performance Indicators
References
17: #BestPracticeStandards: From Compliance to Culture
17.1 The Role of Business Standards
NB. Certification Is Not the Answer
17.2 ISO Standard 30415: Human Resource Management-Diversity and Inclusion
ISO 30415:2021 Operational Contents
To Tick or Not to Tick the Box: This Is the Question
The D&I Function
``A Good Compromise Is One Where Everybody Makes a Contribution´´-Angela Merkel
17.3 The NS 11201:2018-Diversity Management Systems Requirements
References
18: #Conclusion
References
Index
