Re-examining Diversity
"We all should know that diversity makes for a rich tapestry, and we must understand that all the threads of the tapestry are equal in value no matter their color." — Maya Angelou
We have bought into the story of diversity, inclusion and equity, hook, line and sinker. We believe in it and go about promoting it unquestionably. After all, isn’t it the right thing to do? Diversity and its relationship with meritocracy and competence have been intensely debated recently.
Several decades ago, it was common for minority individuals to adapt to the norms and expectations set by the majority. The ownership to ‘fit in’ was with the minority group.
This approach was seen as fitting into established systems and organisations.
In an emerging landscape, for example, when immigrants moved to North America during the great migration, they were bound by a common credo of starting a new life, independent, entrepreneurial, unencumbered and away from the adverse circumstances they faced in their home countries. The USA soon became a vast ‘melting pot’ of a culture that included all. In contrast, we see that amplifying one’s distinctive identity and cohort inchoate emergent ‘ghettoisation’ in pockets, with both intended and unintended consequences of ‘in-group-out group’ and isolation. Holding one’s distinctiveness tightly, ostensibly to protect from the outsider, is bound to create resentment and provoke irritation, later even violence.
*Case for DEI
However, the modern landscape has evolved, and today, there is a growing demand for a more level playing field where diversity is actively embraced. Numerous compelling reasons are cited to promote and prioritise inclusion and diversity in workplaces, communities, and society.
It is argued, and supported by research and real-world examples, that diverse backgrounds, experiences, and perspectives can lead to more innovative and creative solutions. When people with different viewpoints collaborate, they can develop fresh ideas and approaches that may not have emerged in a more homogeneous environment.
This results from cognitive diversity and a cross-pollination of ideas, an elimination of groupthink. Companies that actively promote diversity and inclusion have reported positive impacts on their bottomline by developing new products, improved decision-making, and enhanced problem-solving abilities. Overall, the synergy of diverse perspectives can lead to a culture of innovation and creativity in organisations and other collaborative settings. More importantly, Inclusive organisations are more attractive to a broader talent pool. When people see that an organisation values diversity and inclusion, they are likelier to want to work for and stay with that organisation. A diverse workforce can better understand and serve a diverse customer base. Promoting diversity and inclusion is simply the right and ethical thing to do. Inclusive workplaces tend to have higher levels of job satisfaction, which can lead to increased productivity and decreased turnover. In an increasingly globalised world, having a diverse workforce that reflects different cultures and backgrounds can be a strategic advantage. It allows organisations to navigate international markets better and understand the nuances of global business. Finally, it contributes to building a more equitable society and sets an example for others to follow.
*An Alternate View
Some argue that this emphasis on diversity might serve as a "get out of jail free card," allowing individuals to bypass meritocracy and competence. They worry that it could compromise the quality of talent in organisations. Indeed, there are instances where diversity efforts have led to questionable outcomes, such as tokenism or reverse discrimination.
Let us take the example of board appointments in India.There have been instances where organisations, especially in the corporate sector, have appointed individuals from under-represented groups, or women to their boards primarily to fulfill diversity quotas or comply with regulations, rather than for their qualifications or contributions. These appointments are sometimes seen as token gestures and may not result in meaningful inclusion or influence for these individuals.
Again, some organisations may hire individuals from marginalised backgrounds solely to meet diversity targets without providing equal opportunities for growth and advancement. This can create a token representation of diversity at lower levels of the organisation while failing to address the systemic barriers to advancement. More broadly, affirmative action policies in India, such as caste-based reservations, have been implemented to rectify historical injustices. While these policies aim to uplift disadvantaged groups, they can sometimes lead to perceptions of reverse discrimination.
Some vehemently argue that reverse discrimination occurs when merit-based selection processes are compromised to meet diversity targets. Critics claim that this can lead to individuals from dominant groups feeling disadvantaged.
Let us hasten to add that tokenism or reverse discrimination doesn't negate the overall importance of diversity and inclusion efforts. These issues underscore the need for thoughtful and comprehensive diversity and inclusion strategies that go beyond numerical representation and address the deeper cultural and systemic aspects of inclusion. It is vital to navigate this complex issue with caution. A knee-jerk approach to diversity, driven solely by the desire to meet quotas, can be counterproductive. True diversity is not just about the numbers; it's about creating an inclusive culture where all voices are valued and heard and where meritocracy remains a fundamental principle.
A level playing field within organisations implies a work environment where all individuals have equal opportunities for growth and success, regardless of their background, gender, race, or other characteristics. It involves creating fair and transparent processes for recruitment, promotion, and evaluation, eliminating biases and discrimination, and providing support and resources to help every employee reach their full potential.
To make diversity and inclusivity a natural and integral part of organisations, requires a cultural shift. Rather than treating diversity as a mere checkbox on a compliance list, it should be woven into the fabric of the company's values and operations. This involves leadership commitment to diversity and inclusivity, ongoing training and education for all employees, and fostering an inclusive mindset at every level of the organisation. It's about encouraging open dialogue, actively seeking diverse perspectives, and creating an environment where differences are celebrated, not merely tolerated. When diversity and inclusivity become second nature, they cease to be checkboxes and become embedded in the organisation’s DNA.
