The People Have Spoken.

Improving organisational effectiveness to positively impact Equity, Diversity, Inclusion and Belonging (EDIB).  
I am working in a team to creatively improve the effectiveness of equity, diversity, inclusion, and belonging (EDIB) interventions. As some of you know, I made a call last week for people to share creative interventions they have come across that have been impactful. As part of the work, I conducted primary research to identify barriers to achieving change in this area. Today's post shares the insights gained so far, shedding light on the challenges organisations face and proposing strategies for positive change. 

Understanding the Challenges: 
To tackle EDIB effectively, my respondents felt we must first acknowledge the complex factors contributing to the challenge. Studies, including a notable article from Harvard Business Review, indicate that many common EDIB interventions can inadvertently make organisations less diverse. My research has identified several key obstacles hindering progress, resonating with existing literature. These obstacles include the organisational environmental context and behaviour, underrepresentation in leadership, language use, unconscious bias, socio-political context, and historical factors. 

Addressing Socio-Political Context: 
To create a more inclusive environment, it is crucial to confront the socio-political context in which organisations operate. We must actively counteract the effects of polarisation, misinformation, and microaggressions experienced by marginalised groups. Furthermore, fostering a sense of belonging and psychological safety is paramount, ensuring that individuals feel respected and valued and promoting inclusivity throughout the organisational culture. 
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Strategies for Change: 
To drive impactful change in the realm of EDIB, my research has suggested a range of strategies that organisations can implement: 

• Long-Term Commitment: EDIB should be viewed as an ongoing journey of continuous learning and improvement rather than a one-time training exercise. It also identified EDIB literacy requires a lifetime learning mindset.  

• Education and Language: Integrate EDIB principles across various training programs, avoiding segregation into separate modules. Promote education on EDIB concepts throughout the organisation, ensuring that inclusive language encourages understanding and empathy. There was a feeling that the work associated with EDIB disengages people, and perhaps fundamentally, we all just need to remember that this is about being respected and valued as an individual. Some also use creative ways to engage others in the dialogue, e.g., using media or theatre sketches to provoke a conversation or reflection.  
• Leadership's Role: My respondents encourage leaders to actively listen, practice allyship, and demonstrate unwavering commitment to EDIB values. As my respondent talked about allyship and leadership, I was reminded of the movie hidden figures when Al Harrison, the director of the Space Task Group, knocked over the Coloured Ladies Bathroom sign. He did it to end bathroom segregation at NASA. We need more Al Harrison in our leadership ranks.  
• Internal and External Benchmarks: Setting measurable goals and establishing benchmarks to monitor progress and hold the organisation accountable is a concept that resonates with all. External benchmarks, however helpful, can become a box-ticking exercise and enable us to focus on the process rather than the impact. Combining both is important to see results. 
• Moving Beyond Right and Wrong: All the people I interviewed felt that EDIB discussion has inadvertently enabled binary thinking on right and wrong. We are encouraged to foster a culture that transcends binary thinking, emphasising values-led behaviours founded on fairness and empathy. Allowing space for others, actively listening, and, as one of my interviewees said, forgetting EDIB, just treating me as a human, respecting me and valuing me as an individual.  
• Measuring Behavioural Change: Develop effective methods for measuring shifts in behaviours and attitudes resulting from EDIB initiatives. Common approaches are values lead recruitment, appraisals which measure behaviours associated with EDIB, values-led recognition scheme, 360 feedback etc.  

• Cross-Organisational Collaboration: Encourage collaboration and knowledge-sharing across departments and teams, fostering a holistic approach to EDIB. One of the creative approaches I came across is a group of organisations' leadership in the same sector coming together to form a group that collectively works on EDIB within their industry. 
• Starting Small and Assigning Responsibility: Begin with manageable initiatives and designate individuals responsible for driving EDIB efforts within the organisation. Several respondents talked about trying to boil the ocean with EDIB efforts.  
• Active Bystanders: Empower employees to be active bystanders, proactively intervening when situations compromise EDIB principles. Training on active bystanders was particularly mentioned as a powerful tool in fostering inclusion, as it enables a form of allyship that speaks to joint responsibility.  
• Leveraging Technology: Respondents felt we could utilise technology as a powerful tool, such as through short videos to promote understanding and capture diverse perspectives. A day in the life of …… and providing framework for reflective dialogue; however, it is crucial to remain mindful of language use when employing technology. 
• Demographic and Generational Considerations: Adapt EDIB initiatives to account for the unique challenges and opportunities arising from demographic and generational shifts. There was a feeling that we are focused on one or two generations in the workplace, and as we currently have three generations in the workplace, we shouldn't forget to cater for all.  

• Creating a Burning Platform when there is none for EDIB: One of my interviewees reflected on the fact that we seem to launch to action after a tragedy and wondered if we could have that sustained agenda without tragedy. In our discussion, we couldn't find an answer to that. I have reflected on this question over the years and don't have an answer. I have settled on raising awareness about the importance of the work and hope to see organisational commitment with time. 
• Recruitment: I had talked about valued-based recruitment; some cited ensuring inclusive language in adverts, interview panel training etc. However, one of my respondents shared that they established a candidate care program which sounds so creative.  

 
We are halfway through our project, and I am excited about the end product of the work, but I couldn’t resist the urge to share the collective wisdom from what I have done so far. Enhancing EDIB within organisations requires a comprehensive and sustained approach. In the meantime, we are still searching for insights on designing innovative strategies to improve organisational effectiveness to positively impact Equity, Diversity, Inclusion and Belonging. 

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