What are some common stereotypes to avoid when communicating about diversity and inclusion?

Intersectionality is a critical concept in understanding the complexity of human experiences. It acknowledges that individuals have multiple social identities that intersect and interact, influencing their experiences and perspectives in unique ways. For instance, someone's experience isn't solely defined by their gender or race but by the combination of various identities such as race, gender, sexuality, socioeconomic status, ability, religion, and more. These intersecting identities create layers of privilege or disadvantage that shape how individuals navigate the world and their interactions within society.

The common mistake is to go strictly by the textbook definitions or a 'tick off the list' agenda when it comes to diversity and inclusion. Diversity should be an expansive term that can also focus on the business and its operations. Diversifying the portfolio, working towards creating newer paths of growth that benefit both the company and the community in which it operates. Inclusion is also about offering a platform that makes employees across the organization feel that they are a part of the story. Opening up to diverse ideas and strategies that are not only limited to the leadership is a good pathway for success and wellbeing of both the company and its workforce. Diversity and inclusion beyond the optics makes it more meaningful.

The term "diversity" has gained significant attention, almost becoming a buzzword. However, organizations that perceive diversity merely as a trend are overlooking the profound depth and value that a genuinely diverse and inclusive environment can offer. In essence, diverse organizations tend to be happier, more productive, and notably competitive within their respective industries. Yet, the question arises: What does diversity truly entail? The interpretation of diversity appears to vary among individuals, prompting one to question whether the concept holds the same significance in the workplace for everyone.

In my experience, the most common mistake in organisations is that being inclusive is considered a task list, with number of actions. Whereas being inclusive is really a verb, where you have to invest and actively work on all days. Second factor that often leads to superficial internal change is forgetting that change really starts with ourselves. From the CEO to the secretary, our attitudes, our prejudices, our privileges do not always make us inclusive. Leading by example has proved to be a strong strategy to make your point. My third most common obstacle, is targeting the inclusion adviser or responsible as woke, dogmatic, extreme. This helps to divert attention but does not contribute to effective change in organisational culture.

-Une fois dans un milieu multiculturel, il faut éviter de se moquer des autres qui sont différents de nous. -Il faut éviter de stigmatiser les autres sur la base de leur race, de l'ethnie, de la religion etc. -Il ne faut pas faire aux autres ce qu'on n'aimera pas que les autres nous fasse.

Diversity encompasses a spectrum of perspectives within a team, extending race and social justice issues. It serves as a broad umbrella, encapsulating various facets such as gender, sex, socioeconomic background, upbringing, religion, education, sexual orientation, gender identity, ethnicity, neurodiversity, and life experience. In contrast, inclusion revolves around the idea that every individual deserves equal access to education, resources, opportunities, or any treatment, acknowledging the unique qualities that define them. Fundamentally, the discourse on diversity and inclusion involves challenging implicit biases, uprooting them wherever they may exist, and debunking the notion that being different equates to being inferior

In my view, cuotas are often an indispensable element to initiate change. When there is no diversity in a workplace, people think about inclusion or diversity from within a homogeneous bubble. The conclusion is quickly drawn that it is all ok. It is only by bringing different perspectives, cultures, experiences together that a real debate starts in which people demonstrate from personal experience that it is not all so obvious after all. However, the risk is that the group of people who do not fit within the "homogenous mass" is held responsible to achieve more diversity or inclusion. It is only through dialogue between people, that we can better understand differences and and embrace that as valuable.

Tokenism, has profound and lasting effects on workplace diversity and inclusion initiatives. This phenomenon, while seemingly addressing diversity concerns, can undermine credibility, create a hostile work environment, and divert attention from structural barriers. The credibility of diversity initiatives and programs is at risk when tokenism is prevalent. Employees may perceive diverse hires as mere fulfillments of quotas, eroding trust in the organization's genuine commitment to diversity and inclusion. Moreover, tokenism places an undue burden on diverse hires. The added scrutiny can lead to feelings of isolation and create an environment where diverse employees feel singled out, impacting their job satisfaction and well-being.

Diversity and inclusion thrive when they are approached as dynamic, collaborative processes rather than hierarchical impositions. The emphasis on dialogue, collaboration, and actively seeking feedback resonates deeply. It's a reminder that building an inclusive environment is not about dictating solutions but rather understanding and embracing the rich perspectives of a diverse community.

This is an interesting dilemma. My personal experience is that I was initially convinced that you can bring bottom-up inclusion into an organsiation, so the structure must necessarily evolve. In reality, my experience in several organisations has taught me that the political will and support of visionary leaders is indispensable to institutionalise such a change process. Just as a top-down process, requires a sufficient critical mass for it to truly evolve.

Cultural Appropriation: Another Stereotype: Borrowing elements from another culture without understanding or respecting its significance. Avoid by: Promoting cultural appreciation rather than appropriation, educating oneself on cultural context, and seeking permission or collaboration when incorporating cultural elements. Another stereotype is Homogeneity. Assuming that individuals within a particular group share identical experiences, perspectives, or values. Avoid by: Recognizing the diversity within each group and appreciating the unique qualities and contributions of each individual.

When we are talking about inclusion: 1)we must avoid one size fits all approach. 2) avoid generalization of concerns or issues. 3) avoid brief overviewing in order to address the concerns. When we are talking about diversity: 1) we must keep in mind about individual rights. 2) build trust and engage thoroughly among diverse group.