by Linda Fisher Thornton
A Diversity Focus Can Be Divisive
When we talk about diversity, we are noticing differences. That may not seem like a profound statement at first, but think about it for a moment. In a work environment, diversity is about having different types of employees, right? And that’s a good thing for productivity and innovation, isn’t it? It is a good thing. But it’s not enough.
Managing diversity without inclusion as the ultimate goal can make a big difference in the way employees experience our organization. We choose a way of thinking that represents what we’re trying to do and then build a process/program/structure or measurement based on that foundation. If diversity is our way of thinking, we may get an approach based on “differences,” rather than one based on creating an inclusive culture where a diverse group of people can do their best work.
How we Perceive “Different” Has Ethical and Organizational Implications
“There are a number of ways to perceive people who are different from us and ideas that are different from ours. Some are more positive and productive than others” (Linda Fisher Thornton, “Ethical Implications of How Leaders Perceive ‘Different’”).”
As leaders, how we choose to handle people who are “different” from us in some way shapes our organizational culture in important ways. Tamara Erickson, McKinsey award-winning author, calls for a higher level of diversity understanding in organizations:
“There is a third stage of diversity, perhaps aspirational for most today, represented by a fundamental shift in attitudes toward people who are in any way different… My wish for 2011 is that more organizations will include programs aimed to reach this stage as an important component of their diversity goals.”
Tamara J. Erickson in Level Three Diversity: Moving Beyond Political Correctness,” Diversity Executive, January/February 2011
As leaders, we need to understand our choices and the potential ethical impact of those choices on our employees and our organizations. Honoring human rights fundamentally means honoring everyone, regardless of background or perspective. Are we living that every day in our organizational leadership?
In Inclusive Organizations, Differences are Seen as Enhancing Organizational Innovation
The excerpt below is from Leading in Context® Training Module “Ethical Implications of How Leaders Perceive Different” which provides a framework for thinking and talking about how we handle “different” in our organizations.
“How we think as leaders directly impacts our leadership behavior. It compels us to act and to make decisions in the context of the value judgments we make.”
“Unfortunately, we don’t always use the word “different” to describe things and people and ideas that are new to us. We often use less friendly words that indicate that the person or idea is wrong, misguided or harmful. When we are perceiving “different” as wrong, misguided or harmful, we are more likely to treat people in ways that are not respectful. When we are open to hearing “different” perspectives we are more likely to lead in responsible, inclusive ways.”
“Because our thinking process shapes our decisions, as leaders we must be careful to use thinking processes that are inclusive and that respect the rights of other people to have their own perspectives and opinions.”
Excerpts from “Ethical Implications of How Leaders Perceive Different” by Linda Fisher Thornton
As Howard Winters said, “Civilization is the process in which one gradually increases the number of people included in the term ‘we’ or ‘us’ and at the same time decreases those labeled ‘you’ or ‘them’ until that category has no one left in it.”
“The ‘different’ perspectives and opinions of those we lead do not undermine our leadership position. In fact, it is those new ideas and perspectives that will help us keep our company adaptable, engaging and competitive in a global marketplace.” (Linda Fisher Thornton, “Ethical Implications of How Leaders Perceive ‘Different’”).
At its highest level, inclusion is about honoring human rights. Consider whether you are managing diversity or working toward full inclusion in a way that respects human rights. These resources will help you explore the differences between leading with a diversity-based approach and leading for full inclusion.
Resources for Moving From Differences to Inclusion
ILR Impact Brief: Diversity and Inclusion: Is There Really a Difference? Cornell University, ilr.cornell.edu
The Netter Principles: A Framework for Building Organizational Inclusion The Workplace Diversity Network, Cornell University, ilr.cornell.edu
A Framework for Building Organizational Inclusion, Working Paper Number 2, Bormann and Woods, The Workplace Diversity Network, Cornell University, ilr.cornell.edu
What is Inclusion? Inclusion Network, Inclusion.com
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About the Author Linda Fisher Thornton is CEO/Owner of Leading in Context, a consulting firm that also publishes leadership development modules, graphics, case studies, discussion guides and videos. Her mission is to clarify what it means to lead ethically in a complex world. Visit LeadinginContext.com/About for more information about Linda, her background and her mission. Linda is also an Adjunct Assistant Professor teaching Leadership for the University of Richmond School of Professional and Continuing Studies.
The Leading in Context LLC Store sells a related training module “Ethical Implications of How Leaders Perceive Different” – this is an advanced leadership development module for teaching and training ethical thinking and behavior. The module includes 5 Leader Perceptions of “Different” and the resulting leadership behaviors, a full page context diagram and case study with group discussion questions. Review Contents and Sample Pages.
© 2012, Leading in Context LLC. All rights reserved.
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“A servant leader does not consider himself above those he leads. Rather, he is primus inter pares from Latin, meaning ‘first among equals.’ That is, he sees those he leads as peers to teach and to learn from. He is willing to lead others in order to reach an agreed upon goal, but he doesn’t believe that being the leader makes him better than others.”
By Linda Fisher Thornton
By Linda Fisher Thornton
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