Monkswood Associates

Introduction
Diversity is about difference. Most organizations picture diversity in very limited terms. Diversity has for too long been confused with – and compromised by – arguments around equal opportunities. Although it includes gender, racial differences, age, et cetera, it goes far beyond that to touch on the fabric of our everyday lives - speed of learning, interest in being with people, level of participating and/or watching sports, political views, and so on.

Picture diversity as the uniqueness that is built into every individual. Some differences are more visible than others (eg colour of skin, clothes we wear) and some we have more choice about than others:

Having this mindset will make it more likely that organisations will embrace diversity in a way that will benefit them and all those that work within and with them.

The paradoxes of diversity
In saying this I am not advocating organisations to throw out the benefits of conformity, which may be thought as the polar opposite of diversity. Most organisations will want people to conform in some ways: for instance, most organisations want their staff to conform to its vision, purpose and values such as the idea of diversity! As I am sure you can work out, wanting everyone to be committed to supporting diversity is a conforming requirement!

What other paradoxes are there? For all our differences, most of us have some need to belong, to be part of something where we are valued and, if we are lucky, loved. Initially the context of belonging is usually family, later school, work and interest groups. We search for unity. People will feel they truly belong when they receive acceptance, respect and recognition for their uniqueness (similarities and differences). It is useful to recognise conformity as a natural part of humans and respect its benefits to organisations when appropriately managed.

Individuals are usually more diverse than they reveal, as people tend to reveal only that level of difference that they believe will be tolerated. The desire to belong impacts behaviour. Think of the recent police scandal around racism that the BBC revealed in their undercover investigation. The racist views were only voiced when the individuals thought they may be supported by the other person.

Another paradox is that in decisions we make, we need to discriminate (as defined by the new Oxford dictionary of English ‘recognise a distinction, differentiate’) between people, but in this instance the basis of that discrimination is objective, based on fact rather than prejudice. Thus when we recruit staff, make decisions about pay, or who gets involved in a particular decision making process, we discriminate – yet diversity is often seen as a tool to reduce discrimination. Discrimination is commonly used as a short-form for unfair discrimination, yet it is so easy to forget that is the case.

Linked to discrimination is prejudice, another aspect diversity policies are supposed to prevent. Prejudices are not about choice – they are habits (conditioned or learned responses to particular situations, things and/or groups of individuals). Collins dictionary definition is “unreasonable or unfair dislike of someone or something”. Prejudices mean prejudging someone based on ignorance brought about quite often by fear, related to attitude, making assumptions and stereotyping. Prejudice is not based on fact, rationality, fairness or abilities.

Our prejudices are often deeply rooted within us: from the moment we are born we start learning about our environment, the world, and ourselves. Families, friends, peers, books, teachers, idols, and others influence us on what is so-called right and wrong – once more a natural process.

Our preferences and prejudices shape our perceptions about how we view things and how we respond to them. In other words they serve as filtering devices that allow us to make sense of new information and experiences based on what we already know. Many of our biases are useful as they allow us to assume that something is true without proof. Otherwise, we would have to start learning anew on everything that we do. But, if we allow our bias to shade our perceptions of what people are capable of, then the bias can be harmful. We start prejudging others – making assumptions - on what we think that they, for example, can or cannot do.

When people communicate, they also use these biases or filters. For instance, if you know me as a heavy drinker and I tell you I fell over last night and hurt myself, then you might picture me falling over in a drunken state and have no sympathy. On the other hand, if you know me as I am and I told you the same thing, then you would probably visualize me having an accident and feel more compassionate.

A final issue (I don’t think it is really a paradox) is that the management teams of organisations often ask for diversity policies and training to be implemented, but don’t really know what they are asking nor do they put their energy/commitment behind it.

So how can we use diversity effectively?
I am suggesting we want APPROPRIATE DIVERSITY, balancing diversity and conformity to get unity. Unity comes about through people connecting with each other in their similarities and differences, valuing and respecting them all.

Finding a balance does not mean sitting in the middle: it means moving up and down the continuum as the situation and environment seem to require. This may be in an active or passive way. For example, you might choose to conform by ‘going along with’ or ‘demanding conformity from’ others. Similarly, you could differentiate by ‘withdrawing from the group’ or alternatively being vocally very different. The application of appropriate diversity

The application of appropriate diversity is very much about everyday interactions between individuals and groups within a supportive framework as well as organisational issues, such as policies and procedures. As it includes all differences it has application to many organisational stresses and strains. For instance, I suspect that non-finance people commonly stereotype finance people as people who keep rigidly to procedures and rules, and so restrain creativity and getting things done. What they frequently ‘forget’ is that some finance people have responsibility for ensuring procedures and rules are followed for the organisation’s benefit. Just being consciously aware of this is likely to help a non-finance person’s interaction.

Simply giving a workshop on diversity will not erase the negative aspects of conformity, stereotyping and discrimination. Training can only help us to become aware of them so that we can increase our choice of reactions, hopefully making a conscious and consistent effort to respect and value individual uniqueness. Therefore, training diversity is more than a one-day workshop; it involves workshops, role models, supporting policies, procedures and practices, et cetera. But most of all, it involves a heavy commitment by the organisation's leadership - not only the formal leadership but also the informal leadership that can be found in almost every organisation.

If you are asked to introduce a diversity policy and practice, step one needs to be to increase the management’s teams awareness of the topic and gain their commitment to the broader view of diversity and all that will entail in your particular organisation. However, why wait for this to happen. Start heightening your own awareness about the generalisations, stereotypes, etc you use and communicate. One way to reduce the power they have over you is to be open about them and find a way that supports you to reduce the negative impact of conforming and increase the positive aspects of differences.

In conclusion …
If you want to have more information about ‘how conformity and unity differ’ or ‘belonging: a comparison of healthy and unhealthy dynamics and what the underlying issues may be’ do contact me and I’ll send you this additional information.If you find this newsletter of use, please forward it to people you think may also find it of use and/or interest: for instance, directors and managers in Human Resources and People Development or other directors and managers who deal with these sorts of issues.

If you reprint any part of this newsletter please ensure you include full authorship, copyright, and subscription information.

For questions or comments, please contact me, Helen Wade, via:
Monkswood Associates
Bankview, Shortwood, Nailsworth, Glos GL6 0RZ, UK
Tel: +44 (0)1453.835263
Email: helen@monkswoodassociates.co.uk