5 Main Obstacles I have Encountered While Working in Diversity & Inclusion
Since I have been working as a Diversity Advisor, I have always paid particular attention to what are the main obstacles in acting towards diversity-oriented goals.
Although there are many, sometimes extremely complex ones, I also identified a few recurring obstacles that have been presented over time while working on diversity and inclusion strategies.
By sharing my experience, it’s not my intention to discourage practitioners, but rather to talk authentically about what are the constraints that may be encountered on the journey to provide workplaces with more inclusive attitudes!
I strongly believe that all these obstacles have great potential to be turned into opportunities for improvement and rethinking processes.
1. Diversity is not a project but an ongoing process
The first fundamental requirement to address Diversity and Inclusion is to deal with your team or company’s mindset.
An ongoing effort takes time
D&I needs to be considered as a process and not a project
The difference? A project is an initiative that has a beginning and an end, predefined goals to be achieved and a limited duration in time.
A process is instead an ongoing situation, which aims at continuous improvement, the integration of new experiences made and found during the time of development and implementation of various purposes. A multifaceted approach that affects the structures of the environment in which it is applied and which is potentially present in a constant way, intersecting with other processes within the company.
The risk of “achieving goals” narrative in Diversity work
Considering Diversity and Inclusion initiatives as a project means limiting its scope and effectiveness and also not understanding its complexity or potential.
In implementing Diversity and Inclusion, the rhetoric of “achieving goals” doesn’t work, because the process involves human beings and not numbers, different mentalities and cultural systems, not algorithms.
The discourse on Diversity and Inclusion begins, but should never end. The best approach is the idea of a conversation and a commitment that continues and improves over time.
Of course, considering Diversity and Inclusion as a process means starting programs or managing a series of projects and initiatives that impact the set priorities, but it is important to maintain continuity in these projects, making sure that each of them is part of a bigger picture and a long-term process.
2. A collaborative effort that needs everyone onboard
Implementing Diversity and Inclusion in the workplace is not possible if it doesn’t come from a collaborative team effort. One person means one perspective, one experience, one set of values, one background, but also one brain, two hands, and one voice. For how much we can say the power of the single matters, the power of plural voices and the intention of many will make the difference. Not only is it essential that management members are supportive and promote the initiative, but also members of the different teams.
It is unrealistic to implement inclusion and diversity initiatives unless there is a strong group that is willing to help, discuss, reflect, question current structures and suggest initiatives and solutions to implement processes.
3. Giving credits to all the individuals involved
However, the collaborative aspect of the D&I initiative cannot be bound at the time of the organisation. I happened to read articles on Medium and LinkedIn that described the success of initiatives without mentioning the presence of a group behind them that worked and put forward proposals and decisive prospects for the implementation.
I have seen people take credit for their successes, articles written to promote a successful personal branding strategy in which there was no credit for those people who, although not founders or HR managers, made the difference in creating space for change.
Giving credit to those who worked to impact change is an act of inclusion. If everyone is successful, it’s not fair or inclusive that only the names of a few appear in the branding of initiatives. Emphasizing the collaborative aspect of the process is essential to remain consistent with your goals.
Furthermore, a diversity strategy designed by single individuals presents an intrinsic contradiction in terms of lack of plurality and diversity itself.
4. A Balance between learning, discussing and acting
Working with D&I can sometimes cause mixed emotions; we find ourselves either only learning, only discussing or just acting. While it’s another fundamental requirement to learn and research a lot about the topic before starting to implement any initiative, the work should not stop or be slowed by a learning or research-only process. Because of this, I would recommend differentiating your implementation strategy.
When I started creating the first paper on “What is Diversity?” for my team, I came across many studies on the subject. What was immediately obvious was that much of it was based on specific cases of companies conducting research and interviews among their employees, and identifying priorities and the particular environment in which a specific D&I initiative could be developed, with the results aligning with the needs of the company.
While it is necessary to deepen one’s knowledge on the subject, it is also important to continue talking about it with your colleagues and your team to understand what are the specifics within the group and how those specifics change over time. At the same time, both the learning and discussion processes must have the outcome of concrete action, even if it is the simplest. And the reality of iteration, as it may not always be the first action that best meets the desired outcome.
A survey, a lunch and learn, a roundtable, a meeting, an email. Continuing to work on this three-angle axis, without ignoring the importance of each one, allows us to create a cycle not only of critical thinking but also one that is inclusive (it allows each person to express their perspective) and active, that is, aimed at achieving a concrete impact in a short time.
5. Creating safe spaces
When engaging in the decision to work with D&I, you need to move both actively and passively. What does active and passive movement mean?
When it comes to “doing” and “creating” we all feel much more comfortable. The process is creative and often fun. However, in the effort to implement impact initiatives in the field of D&I, it is absolutely important to take a step backward and stay on top of the existing structures and processes in the company for a long time, in order to identify possible gaps.
One of the most important structural initiatives of the active phase is certainly that of making space. It is the responsibility of the company and of those who conduct the initiatives to create a physical, visible and safe space for employees to express their opinion on the subject and to know that their opinion will not only have an impact but will be considered in a concrete way and without retaliation (possibility of anonymity must be guaranteed).
Not only to create a physical and concrete safe space but also to trust, validate and listen to those who know and have experienced discrimination, exclusion or marginalization is crucial. Making space also means involving experts and undergoing trainings with them as well as creating the opportunity for employees to come together and discuss, compare and exchange experiences on the subject, and feel closer to and expand upon the possibility of empathizing with each other. Making space means recognizing one’s limits and being ready to challenge the company’s status quo to access a new level of empathy and inclusiveness across the team.
In conclusion
Innovation Potential? Then, Take Risks
If the company has finally been able to identify the potential for innovation in D&I, it means that it is well on their way to making positive and sustainable changes.
However, just like in the business world, working with D&I initiatives also requires a phase of planning and reflection. The common denominator of the obstacles mentioned above is the ability to build a solid structure around the working method. Even before thinking about what and when it is necessary to reflect on the “how”. And the answer is always: work in a united, inclusive and sustainable way (on a long-term basis).
And to those who feel brave enough to start a D&I initiative, it’s important to note that planning every detail and anticipating all structures is not possible. We need to leave a free and flexible space so that the work can reflect the needs of the specific environment. For this reason, it is important to be able to take risks and let go of the expected.
Embrace the Unknown
Often, taking the risk of a decision that is not fully planned or known, changing some of the dynamics and experimenting is the only way to break the cycle, open up new perspectives, access new sets of knowledge and create specific experiences that will help the company and its employees create their own unique path in the field of D&I.
