Let’s be clear, diversity refers to the “isms” of racism, classism, sexism
and heterosexism that often go unacknowledged or occur at a
subconscious level.
Trainers believe that these “isms” are often so embedded in our
practises that we no longer recognise them for what they are --- forms
of discrimination that undervalue others. And yet here we are at a
time when organizations are beginning to reflect Canada’s actual
mosaic.
We are a people of diverse ethnicities, languages, colours, (dis)
abilities, and sexual orientation. We are men and women who are now
working side by side. These are positive signs not simply on a moral
level but in recognition that people regardless of their physical and
economic markers have something to offer. When organizations open
their hiring and training systems they discover the wealth of new ideas
and challenges.
An organization that values difference works at developing a culture
that opens spaces for dynamic thinking from the full spectrum of its
employee base. This means valuing each and every individual by
correcting the practises of a culture that might silence or marginalise
individuals.
In “old school” types of companies the mistake is in listening to the
concepts of only a small and uniform group of people. In this context,
new ideas based on different approaches, experiences and knowledges
are simply shut out. Those who are promoted are only those who
come from this coveted group.
Most companies are unaware of what constitutes discrimination. It’s
not uncommon hear statements like: “I’m not prejudiced.” or “It was
just a joke.” or “So and so is too sensitive.” These remarks that avoid
accountability mask the ways in which language and behaviours in fact
promote the alienation of those on the receiving line.
The real problem in organizations now is that such behaviours aren’t
seen as systemic. Sure a company might have strong statements on
sexual harassment and might even engage in some discussion of
rights during orientation, but follow through on a daily basis is the real
challenge. And certainly when promoting teams these issues need to
be addressed to ensure communication is open and respectful.
Generally we don’t listen to one another very well. In fact we hardly
listen to ourselves when we speak. Good intentions don’t make biases
automatically disappear. Training, performance reviews and policies
and procedures must reflect this new reality.
Learning to communicate, listen and respect one another must include
learning to honour the way others operate and think. The most
dynamic organizations are the ones committed to constant
introspection and training. Perfection is a process.
Being accountable is the first step. Why limit the pool of candidates for
jobs or the potential for growth? Why not have a company that
mirrors the reality of the customer base? Why not have a company
where each and every employee feels valued and free to exchange
ideas?
In this borderless world, why not have a company that builds its
competitive edge from a culture of integrity that believes in the
strengths of all its employees?
