If Not Diversity, Then What?
Why organizations should think about what they could lose if they back away
“To date, we have focused primarily on human demographics and ignored the innumerable ways in which we encounter (and mismanage) diversity on a daily basis - in our families, among our friends, and particularly in the way we run our businesses. We need to learn that Diversity Management, (think: Financial Management) provides a body of knowledge and skills that can be applied to better manage the infinite configurations of diversity which challenge us.”
M. Elizabeth Holmes, Ed.D.
The recent decision by the U.S. Supreme Court about affirmative action in university admissions has led to some confusion and soul-searching by businesses and other organizations. Do they quietly dismantle their DEI programs? Do they wait for the inevitable court case by a person selected to represent those who feel affronted at being required to participate in such programs? In a conversation yesterday with a friend, Elizabeth Holmes, (not THAT Elizabeth Holmes) who has been involved in this field as a consultant and teacher, the issue became clearer to me.
First of all, many if not most people think of DEI in relation to demographics - race, ethnicity, national origin, age, gender. Elizabeth’s approach has been to emphasize that diversity is a much broader concept, including educational background, profession, personal experience, thinking style, class, personality, neurological differences, and so many more ways that individuals and groups bring a variety of perspectives to organizations.
This richness contributes to design, innovation, growth in different markets, public relations, sales opportunities and more. Having a wide-ranging source of ideas means developing products and services that can appeal to more segments of the population. It makes organizations interesting and exciting places to connect, learn, and grow. Hiring only people who meet a narrow range of requirements without also intentionally hiring for a diversity of representation can lead to diminished creativity and a lack of stimulation to change as the broader culture changes. Including a social anthropologist on a team of engineers for example, or a statistician on a team of creatives in marketing changes both the experience and the output of the team.
Why should organizations not seek to broaden their populations’ range of talent, skills, background experience, or cultural understanding? The United States has attracted people of every possible background to contribute to its development. We have absorbed ideas, art forms, and talent from diverse cultures and social groups. The beauty of America happens when we combine what is common to all and what is exotic and exciting from everywhere and make it into a rich culture available to everyone.
Diversity is not a “nice to have.” It’s not only about “doing the right thing.” It’s about taking a realistic look at what people have to offer the organization that it doesn’t already have enough of.
—
B. Kim Barnes' most recent book is Building Better Ideas: How Constructive Debate Inspires Courage, Collaboration, and Breakthrough Solutions (Berrett-Koehler, 2019).
Well said.