UNLOCKING THE POTENTIAL OF DIVERSITY IN ORGANISATIONS : the governance of inclusion in a... racialised world

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. 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