Your Diversity And Inclusion Strategy May Be Doing More Harm Than Good
Implementing Cognitive Diversity practices goes beyond demographic diversity and is more is more empowering to teams. Focusing on cognitive diversity leads to better business outcomes and cultural outcomes.
In this article, we will discuss:
The difference Diversity of Demographics and Diversity of Thought
How framing the conversation through Cognitive Diversity achieves better business and cultural outcomes
How Cognitive Diversity achieves Diversity and Inclusion intentions with more dignity and equality
Current Diversity and Inclusion conversations frame the conversation of diversity through the lens of diversity of demographics (race, gender, sexual orientation, etc…). In this current framing, organizations attempt to address complex societal issues in the workplace, oftentimes misconstruing the problem-to-solve to be a demographic issue (e.g. hiring more people of color). HR departments set targets to hire x amount of “diverse” people and put in trainings to address the issues or racism, sexism, etc….
This approach often compounds underlying issues and can backfire. Focus on demographics has the side effect of highlighting a person, first, for their “otherness” rather than embraced for the value they provide as a professional. New “diverse” employees are often stigmatized and reduced to a demographic identity, often creating resentment amongst those who feel slighted or upset at such policies that often favor quotas. Measuring diversity often focuses on recruitment and retention rather than the increased organizational effectiveness that new perspectives bring.
Similarly, the conversations and workshops aimed at instilling more understanding and empathy often devolve into arguments, resentment, confusion and ultimately, paralysis and withholding. New quotas may be met, but the culture is the same or worse for the effort and the organization is missing the critical opportunities for growth and innovation.
REFRAMING
When we reframe these same challenges through the context of Cognitive Diversity what we engage in is the value of Diversity of Thought or Diversity of Minds. Studies show that diverse minds on a team solve complex challenges faster and arrive at better solutions.
Diversity of demographics does not necessarily translate into diversity of thought. You may have one black designer and one white designer working on a team. They may not bring any distinct value when compared. If they went to the same school, taught the same theories and concepts from people with similar backgrounds, you may get very similar outlooks and approaches that lead to predictably similar outputs.
If, however, you have two designers, one taught in the States and one who lived and studied in Japan under different philosophies and life experiences, you would have a much wider spectrum of ideas and data points on your team to draw from. You expand the opportunities for innovation, novelty, insights, differentiation from competition, etc…
Many workplaces unwittingly stifle views that run contrary to organizational norms. This creates challenges at the beginning of the Cognitive Diversity process. New approaches are required if we are to discover these new perspectives that employees have learned to suppress.
When we approach business challenges through the lease of Cognitive Diversity, teams engage in hearing voices and perspectives that have often been ignored and suppressed — perspectives that give new insights and create new value. Conversations pull for finding new views rather than fetishizing a person’s “otherness” and leaving them less than human. Assumptions are illuminated, new ideas and approaches are discovered that impact the effectiveness of the business, not simply addressing a demographic issue.
More importantly, however, there is a contextual shift when a “diverse” employee is valued for their distinct contribution to the team rather than being noticed for the “otherness.” When our contribution is seen as valuable, we are seen as humans, not our race, gender, or identity. Illuminating how diversity of thought adds value, spurs innovation and makes our organizations better is the key to creating dynamic work cultures and resilient companies.
The following points are critical to create an environment that leverages the benefits of cognitive diversity.
Communication is the key driver to implementing Cognitive Diversity
Leaders need to embrace that their job is to give voice to others
Leaders need to lead from inquiry
Employees may benefit from giving feedback anonymously
Cognitive bias training can open up peoples’ minds to their limiting belief structures
Educational workshops on how other thinking styles and models create more dynamic teams allows team members to appreciate differing views for their value rather than accommodating them or debating them in search for agreement.
Cognitive Diversity has the potential to unleash enormous value for organizations. When integrated into hiring practices, executive teams, managerial practices and team dynamics, a new way of working and co-creation emerges. In an age where challenges abound, new solutions will come from new views. Organizing ourselves to invite and incorporate these new views will lead to a new wave of innovation and abundance.
