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Unlocking the Potential of Diversity in Organisations#BreakingTheMould: Why Traditional D&I Programmes Fail

Unlocking the Potential of Diversity in Organisations: #BreakingTheMould: Why Traditional D&I... [Stereotypes and bias are pervasive, in society as in the workplace. Diversity, inclusion and equity appear self-evident objectives, but until challenged, they are often taken for granted. Values like respect are lauded, but their application is often selective. “One man’s freedom becomes another’s burden” when a powerful ingroup utters fine words without considering the interests of a marginalised outgroup. Words are not enough, nor policies, audits or monitoring and control systems. D&I requires culture change, a break with past narratives and new relationships. D&I is not a risk management process; it is a continuous human process. Success depends on its implementation, be it superficial or embedded throughout the organisation. Executives walk the talk, but how do you make everyone comply? Culture change involves a highly complex re-education of group ethics. It can only succeed if expected behaviours are explicit and role-modelled by leadership and supported by reward policies. D&I programmes must go beyond words; they must encompass every aspect of decision-making in the firm. There can be no half measures.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Unlocking the Potential of Diversity in Organisations#BreakingTheMould: Why Traditional D&I Programmes Fail

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Publisher
Springer International Publishing
Copyright
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022
ISBN
978-3-031-10401-5
Pages
53 –68
DOI
10.1007/978-3-031-10402-2_5
Publisher site
See Chapter on Publisher Site

Abstract

[Stereotypes and bias are pervasive, in society as in the workplace. Diversity, inclusion and equity appear self-evident objectives, but until challenged, they are often taken for granted. Values like respect are lauded, but their application is often selective. “One man’s freedom becomes another’s burden” when a powerful ingroup utters fine words without considering the interests of a marginalised outgroup. Words are not enough, nor policies, audits or monitoring and control systems. D&I requires culture change, a break with past narratives and new relationships. D&I is not a risk management process; it is a continuous human process. Success depends on its implementation, be it superficial or embedded throughout the organisation. Executives walk the talk, but how do you make everyone comply? Culture change involves a highly complex re-education of group ethics. It can only succeed if expected behaviours are explicit and role-modelled by leadership and supported by reward policies. D&I programmes must go beyond words; they must encompass every aspect of decision-making in the firm. There can be no half measures.]

Published: Sep 29, 2022

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