What I wrote was...."Another solution many consider is diversity/tolerance training. However that feels too artificial for me. I want a more natural process. I want conversation and exchanges of ideas. I want to change attitudes on a day-to-day basis, spreading concepts of inclusion through my everyday dealings with employees, and bringing attention to the details we may miss along the way."
John's question was..."why not start with a diversity/tolerance training to kick the doors open and then build upon that organically?"My answer is two-fold:
1. It depends on what is most suitable for your organization based on its structure and culture. It depends on what type of Human Resources person you are or want to be. (Typical vague HR answer, right?)
2. For me personally, I know my organization values consensus building and would have a better appreciation for attending training if they knew there was more of a purpose aside from, "it's a good idea." They're much more drawn to it if there is an emotional buy-in. As for me, as an HR person, I spend a great deal of time in conversation. I'm a walking-talking-survey-taking, consensus-evaluating, needs-monitoring, face-to-face-idea-bouncing HR nerd. I want the staff to know on a first hand basis how passionate I am, not just about the topics of D and I, but HR in general. I want them to get excited by it too. I want them to feel like by the time they get to a training, the training accentuates what they already know and crystallizes it.
I'm not saying the opposite of that is wrong. Each HR person has to do what they need to do. For me, I'd prefer that when I kick down that door, I'm leading the charge with everyone behind me and that it's something they want to do as opposed to me telling them it's something they have to do.
Does anyone else want to comment on this?
Which should come first: Kicking Down The Door or Organic Growth?
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5 Comments:
Paul, John,
Interesting discussion! I don’t think organic growth of diversity can happen without having diversity training first and I don’t think diversity training can be deemed successful till there’s a level of organic growth happening. Once there’s a level of organic growth, diversity training can shift from fundamentals to having discussions but further training is still probably needed. Most growing organizations do add new people after all.
I’ve gone into corporations who were actually fairly good with D&I. At one company I needed to break down their past preconceptions about transgender people and opening them up for learning. Which they did! They learned some in the training and some organically after. So, it seems I’m in the school of kicking the door down first and fostering organic growth.
JanisSpirit
I would agree with Janis, I think the answer is both/and. This work is not rocket science, it is far more complex than rocket science. Not only are organizations at difference places, so are individuals. Everyone has a different perspective, and different experiences related to this body of work...and different switches. So you need to provide a lot of points of entry. Even with D&I training, there needs to be great variety in format and content. Some people need numbers and facts, some need personal stories or organizational examples. Some people need the research and theory that has come out of neuroscience, social psychology and behavioral economics. Some people hate to talk in groups. Some people are not sure how to do that yet without saying the wrong thing. I think organizations that are really good at making progress around D&I realize that this is a journey and that they need to provide their folks with a lot of different ways to engage in this work.
Joe and Janis--Interesting thoughts. Thanks for commenting. I'm wondering--does size of the organization play a role in which comes first?
I think, using joe’s wonderful phrase, “both/and” applies to both small and large orgs. The issue of being inclusive and growing diversity in any organization breaks down to individuals in the organization embracing diversity and including people who are different. Break down the door teaching some aspects, allow for some discussion/practice and hopefully growth and mix it up again. Being truly inclusive of diversity isn’t simple. Getting past the language of diversity and onto the spirit of inclusion which allows for organic growth takes individual effort. Large orgs just have more individuals than small ones.
JanisSpirit
Agreed, size changes things, but it does not change the fact that both approaches are part of a successful approach, they both feed and support and guide each other. The more structured learning you provide, the richer the organic conversations get...the more robust that those conversations are, the more that you can do with your structured learning.
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