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The Lens - June 2022
City of Iowa City sent this bulletin at 06/22/2022 09:01 AM CDT
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June 2022 |
The Lens, a newsletter to expand conversations on equity, justice, and human rights.
Has “diversity” lost its meaning?
Has the word “diversity” lost its meaning? The term “diversity” has
become largely overused, causing its true meaning to be muddled
with non-positive connotations. Camp Kupugani describes
“diversity” as “a negative code word signifier for a non-white-male,
often used by white males.” Instead of valuing equity amongst
people, it’s become a quota to be filled. Failing programs,
inauthentic efforts, misunderstanding, and lacking self-examination
have all contributed to the lost meaning of "diversity."
Individuals in work settings are facing “diversity fatigue;” many of
the DEI (Diversity, Equity and Inclusion) efforts organizations are implementing have failed, research
shows. Without a genuine understanding of diversity, organizations will continue to face resistance to
their DEI programs.
In several cases, after facing criticism, companies have made “improvements” regarding diversity in a
short period of time with DEI training and new initiatives. However, in these cases, “racial capitalism” is
common, according to the New York Times (subscription required*). Nancy Leong, a University of
Denver law professor, describes racial capitalism as “an individual or group deriving value from the
racial identity of another person.” These quick, inauthentic, and obligatory fixes make “diversity” seem
like a band-aid that can fix a public image rather than a true value that should be a part of every
organization’s foundation.
Small victories are important, but they must not dismiss the amount of improvement that still needs to
be done. If the idea of “diversity” continues to be defined by the bare minimum or doesn’t result in real
change, there won’t be much room for growth.
Having “diversity” does not end with having a certain number of underrepresented minority groups in
an organization; that is only the beginning. Time, effort, and self-reflection are necessary to ensure
feelings of value and belonging. True representation of “diversity” requires setting clear expectations
and understanding its ongoing process.
It also requires reflecting on unconscious bias, prejudice, racism, and discrimination. Nobody wants to
feel like a “bad person," but despite the discomfort these conversations might bring, they are
necessary to uncover blind spots in organizations and among individuals. We must resist the term’s
use as a shorthand gesture for organizations that aren’t taking all the steps toward real diversity.
When “diversity” is overused and self-serving, it loses its meaning, making it cliché and suspect. To
serve its true purpose, “diversity” must be used precisely, authentically, and with the honest intention of
serving others. Several other terms, including “equity,” “inclusion,” and “belonging” are more
progressive alternatives that may counteract the emotional disconnect associated with “diversity.”
You can read more about “diversity” and ways you can authentically use the word here at NPR and
here at Forbes.
*Please note that the New York Times can be accessed through an Iowa City Public Library
membership at no cost. More information available here.
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A new model for workplace Diversity, Equity and Inclusion
Diversity, equity, and inclusion are growing priorities as many
business leaders see the strength, innovation, and transformation
they can bring to their organizations. However, DEI programs tend
to fail or fall short of their expectations for several reasons:
1. DEI programs are established with unclear objectives and
a lack of knowledge
2. Leaders are not approaching DEI programs with the
same ambition or energy as they are other business
projects
3. Some people do not understand why a lack of DEI is hurting their organization
4. Leaders are attempting to make quick fixes to organizations that have developed over
decades
Rather than framing DEI as quotas or training requirements for individuals, Anselm Beach and Albert
Segars of MIT Sloan Management Review propose a new model for DEI that works to transform
organizations, which then reshapes the perspectives of its people. Their Values/Principles Model, or
VPM, is structured, measurable, and based on four values: representation, participation, application,
and appreciation. When all four values are given attention and achieved simultaneously, workplace
satisfaction is at its highest; these values are the end goal.
Representation: “Representation is rooted in the idea that diversity is an asset: When we recognize
people for their individuality and unique voice, our experiences become richer and more profoundly
human” (Beach and Segars). Marginalized social groups must not be included to merely fill a quota.
When an organization no longer views representation through a “lens of social categories” that
overlooks individuality, it can remove barriers to demographic representation while also embracing the
backgrounds, skills, and contributions of individuals. Recognize not only who is hired, but also why
they are hired and what they are bringing to the organization.
Participation: “Representation without participation is still exclusion. The same is true for participation
without representation” (Beach and Segars). An individual from a previously underrepresented social
group may still feel discouraged from participating equally with those in the majority, and alternatively,
if they do participate, their views alone might not represent the variety of experiences of their
demographic. Participation as a value aims to create deeper connections and an environment where
everyone feels free to contribute, resulting in innovative, inclusive, and improved ideas. Instead of
holding meetings with rigid agendas, focus on discussion and analyze the accessibility of meaningful
participation at the organization.
Application: “Application is the most difficult value to achieve. But when we do achieve it, we get
organizations that are more human-centered” (Beach and Segars). Some individuals fail to understand
how an organization excludes people, or they resist changing a process they benefit from.
Redesigning a system that, consciously or not, has long favored some people over others is not easy,
but it is necessary. Successful application results in the recognition of talent, accomplishments, and
skills at organizations rather than status, appearance, or level of control. It helps businesses see the
uniqueness of their employees and customers, resulting in more inclusive products and services.
Understand how new perspectives can reframe business problems and how adaptable structures
benefit organizations.
Appreciation: “Appreciation has powerful synergistic effects: It maintains momentum, demonstrates
impact and progress, reinforces the place of DEI in the core mission, and signals the actions that are
prized and those that are discouraged” (Beach and Segars). Appreciation begins with the ways
leaders communicate about DEI. When combined with the other values, recognizing the value of DEI
and feeling grateful for what it brings to organizations leads to successful outcomes.
The second part of the VPM - the seven guiding principles - maps out ways to achieve the four values.
You can read about the seven guiding principles in the second half of Beach and Segars’ article here.
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