Respecting Diversity, Cultivating Inclusion

by Deborah Dorsett
Originally published in U.S. Industry Today,
September, 2007. Reprinted with permission.

America prides itself on being a melting pot where differences in race, gender, culture, religion, age and ethnicity combine to form a unique national character that is stronger than the sum of its parts. The same is true in today’s business world. Diversity, when understood, honored and respected, adds value to a company, but there’s more to diversity than meets the eye.

People have internal differences, which unlike the obvious ones, are often hard to recognize and frequently misinterpreted. These differences – emotional in nature and very deeply ingrained – arise from what a person needs to feel secure, empowered and confident. Individuals view their world through these emotional filters, looking for what they need to feel honored, accepted, motivated and safe. Each person’s emotional filters are unique. They manifest themselves outwardly in one’s personality, decision-making, motivation and learning style, to name just a few.

Respecting Diversity Begins with Awareness

Many diversity issues are actually the result of misunderstood personality differences related to how people think, feel and act rather than their cultural, ethnic or gender identities. Problems arise, however, when people attribute the cause of emotional differences to diversity issues. Broad cultural stereotypes or name-calling may be used to describe someone’s behavior when, in fact, the real issue revolves around unmet or misinterpreted emotional needs.

The key to solving this problem begins with awareness that every person has specific emotional biases. For example, some people absolutely cannot think clearly in a chaotic environment, while others thrive in one. Some individuals have a strong relationship focus, requiring the support or influence of a group in order to be secure, productive and motivated. Others work better independently.

Awareness of these emotional biases need to work in two directions: People must understand the needs of other individuals as well as their own. When people’s emotional needs are respected, they feel safe, empowered and confident. Conversely, when they are mis-read or ignored, people will feel threatened, and no one can be productive or high achieving when they’re scared.

Four Steps to Respecting Diversity

How can a company transform these insights into meaningful change within its corporate culture? Here are four basic principles that offer some general guidelines: openness, awareness, tolerance/appreciation and respect.

Openness. Some individuals and organizations are simply not open to diversity. They may operate on the faulty assumption that everyone else is like them or should be. Many companies have rigid rules people must follow in order to be successful – requirements usually based on one particular personality style. For example, people might be expected to always be friendly, outgoing and positive. For such organizations, the first step is recognizing and talking openly about the differences between people and the value diversity brings to the company. The process requires open conversations about stereotyping and a commitment to break down such labels and barriers.

The initiative has to begin with a company’s top executives – not just in what they say but in how they act. They must examine their attitudes regarding differences between people and follow up on what they find. Outside help is often essential since old ideas are notoriously resistant to unassisted self-examination.
Awareness. A variety of personality assessment tools can be employed to create a framework for understanding, discussing, experiencing and appreciating the innate differences among people. The purpose of such assessments is to provide valuable data, not to judge or criticize people. The underlying assumption is that every individual in an organization has strengths and weaknesses, none of which are intrinsically good or bad.

The best of these assessment tools are able to present findings visually, allowing participants to better understand themselves in three main areas:
- Preferred Style. Each person has preferences (related to their personality style) regarding their optimum position in an organization. It could be an individual is well suited to a problem-solving role. Others may thrive in hands-on execution or facilitating communication. People are often unaware of their innate preferences, which is one reason why assessments are so powerful.
- Expectations. This area examines the learned ways of communicating, cooperating or interacting with others.
- Instinctive Needs. The instinctive level is the foundation upon which the other two levels rest. It encompasses a person’s fundamental concerns regarding survival, emotional safety and personal energy. Instinctive needs govern the way people evaluate and deal with all of life’s circumstances.
Tolerance/Appreciation. Vehicles and mechanisms need to be put into place to allow employees to learn about diversity, experience it directly and understand the value created by differences between people. The process requires a commitment to the long-term, sustained effort and patience.

Tolerance cannot exist in a culture where people feel misunderstood, threatened, or judged harshly on the basis of their innate personality styles. View, treat and approach people as unique individuals with specific emotional needs, strengths and areas requiring growth or improvement. The process must be a two-way street. No employee or executive is exempt from the process.

When a company respects and values diversity, an excitement and a self-perpetuating momentum exists throughout the entire organization. Individuals become positive about diversity after they experience the creativity and unlimited potential for growth that’s unleashed when differences between people are valued, honored and respected.
Respect for Oneself and Others. Self-respect is created when people are able to operate within the parameters of their natural personality styles and function at their highest levels. Respect is both an attitude and an action. It is demonstrated in every interaction people have with each other. Individuals who value their own diversity – in every area of their life – tend to honor those qualities in those around them.

Diversity and Inclusiveness Are Good for the Bottom Line

Finally, it makes good business sense for companies to value diversity and to cultivate inclusion. Corporations that do tend to gain substantial competitive advantages in the marketplace. Creativity, quality and overall productivity generally increase. Organizations that value personal differences reap ongoing benefits from the effective leaders, communicators, team players and well-rounded human beings who thrive and grow in such an environment.

About the Author