Why there are no quick fixes for Diversity and Inclusion

Guest post by Paul Anderson-Walsh, who explains there are no quick fixes for D&I, and how to create a long-term strategy for change
In today's fast-paced world, people expect instant responses and services, facilitated by technology like apps and streaming platforms. This culture of instant gratification is reinforced by the convenience of modern technology, exemplified by tools like ChatGPT. However, when it comes to diversity and inclusion (D&I), patience and thoughtful consideration are essential for lasting progress.
Reflecting on earlier, slower-paced eras remind us that some things, including the benefits of D&I efforts, improve with time and require patience and persistence for richer outcomes.
No quick fixes for Diversity and Inclusion
This article discusses creating a long-term D&I strategy, using the metaphor of language fluency. Inclusion fluency refers to an organisation's ability to seamlessly integrate D&I principles into its culture, operations, and objectives. This process progresses from awareness to full integration and advocacy, where the organisation not only understands D&I concepts but also actively implements and innovates upon them.
We ascribe seven stages to fluency:
1. Awareness
2. Commitment and understanding
3. Education and empowerment
4. Implementation and integration
5. Measurement and accountability
6. Innovation and leadership
7. Continuous improvement
The initial stage in our inclusion fluency is awareness. This involves evaluating your organization's current level of inclusion fluency and literacy, similar to assessing Emotional Intelligence (EQ) across four axes: self-recognition, self-regulation, social awareness, and relationship management. Key questions include assessing cultural openness, stakeholder commitment, and the impact of social identities.
Additionally, understanding staff knowledge and identifying resistors, bystanders, supporters, and change champions is crucial.
The next stage is commitment and understanding, measured by what we call The Why-Fi Signal. This stage requires senior leaders to set and embody the vision for inclusion. Engaging the C-suite in dialogues deepens their understanding of inclusion's importance. The Why-Fi signal metaphor evaluates the organization's commitment to D&I, with a strong signal indicating unified commitment and a weak signal potentially leading to reduced funding and de-prioritization of D&I initiatives.
The third and fourth of our seven stages in achieving fluency are education and empowerment and integration and implementation. After analysing your inclusion fluency, you'll understand your starting position and potential obstacles. This allows you to tailor your approach to creating an inclusive environment, aligning with core values, and ensuring a shared understanding of inclusion, its importance, and its practical implications within your organisation.
Achieving genuine inclusion requires focused up-skilling for all individuals in the organisation. A 36-month Inclusion Fluency curriculum is recommended, progressing from elementary to advanced levels. Each stage builds on the previous one, ensuring participants not only learn about diversity and inclusion but also how to apply these principles in their personal and professional lives for lasting impact.
In Fluency Stage 5, focus on measurement and accountability. Develop a data-driven approach to identify areas needing more support in inclusion. Use data from initial stages, including workforce demographics, employee surveys, diversity data, and implicit sentiment data, to map and assess where improvements are needed in the organisation.
Finally, in Fluency Stages 6 and 7 - innovation and leadership, and continuous improvement - use data evaluations and heat-mapping to guide up-skilling sessions. Provide targeted support to People Leaders resistant to D&I principles, helping them adopt an inclusive mindset. Emphasize the importance of learning, unlearning, and relearning.
Offer an Inc...