So you have cultural diversity, now what? The tools and theories of inclusion

By Lisa Anderson

Professor Bernardo Ferdman

Representational diversity, often the first piece of the diversity puzzle where organizations focus, does not guarantee equal opportunities for people from all walks of life. Even though this structural element is important, which is that all levels in the organization should employ individuals from a wide range of backgrounds, there is another piece of the puzzle that has to follow. That piece is inclusion.

A handful of books have been written about inclusion, but what does it really mean? Now university scholars are weighing in, and Professor Bernardo Ferdman of Alliant International University's Marshall Goldsmith School of Management in San Diego is one of them. He believes that the theories of inclusion become relevant to the enhancement of any work environment.

Professor Ferdman indicates that it is now time to take a process-oriented approach to leveraging differences within an organization in a positive way. "Because inclusion is what we do with diversity," Ferdman asserts.

What does inclusion mean?

Professor Ferdman defines inclusion based on two distinct levels: individual and collective. Both are important for creating conditions in which everyone has the opportunity to be authentic and to feel safe, appreciated, valued, engaged and excited in the workplace.

Individual inclusion

On the individual level, inclusive practices revolve around the multiple identities manifested within each person. For example, Professor Ferdman describes himself by explaining, "I am working in a workgroup, I am a man, a father, a Latino, a Jew, a psychologist, a 48-year-old." Each of these different identities work together to make him a whole human being. So for him to truly feel included, avenues must be open for him to safely share any given part of his entire, authentic self.

This does not mean that every element of his persona is relevant at any given time or that he must feel inclined to share his whole self at all times. It is necessary, however, that he is able to make choices for himself about what parts of his identity he wants to share in different facets of his work environment and that he feels safe to do so.

"separateness, distinctness and authenticity."

Collective inclusion

On the collective and organizational level, inclusion involves what individuals working with one another are able to do together. This creates an almost paradoxical impression of the principle as it encourages people to become fully engaged and integrated into their workgroup while, according to Ferdman, simultaneously asserting their "separateness, distinctness and authenticity." Essentially, though, the collective element of inclusion reveals itself through the creation of an open and safe environment conducive to working effectively toward a common goal or task.

How does inclusion take hold in the workplace?

Once the collective and individual elements of inclusion are understood, processes must be executed in order for the theory to take hold, according to Professor Ferdman. First, all members of a workgroup must actively acknowledge and take interest in one another, creating an environment in which people can appreciate and learn from their differences.

Second, in order for this to work successfully, it is vital that every member of a workgroup is given an equal voice with which they can express both concerns about intraoffice activities as well as external elements of themselves that may be relevant. Each person must in turn also provide a comfortable situation for others to do the same, that is express opinions and elements of his or her authentic self.

"People feel they are walking on eggshells..."

Be tolerant. Be flexible

In addition to encouraging employees to find a voice, it must be clear to each individual that no element of his identity will cause him to be treated with undue negativity. Employees have two responsibilities: first they must be tolerant, accepting and appreciative of one another's differences. Second, they must be willing to learn from their differences by soliciting feedback from others on their behaviors and intra-office relationships.

"People feel they are walking on eggshells, they feel they have to be politically correct. The reason is they don't know how to work effectively across differences. So, we have to have skills and practices that allow and encourage us to learn from and work with each other," Professor Ferdman emphasizes.

Individuals within organization must transcend traditionally rigid views of what belongs inside versus outside the workplace and undertake the ongoing process of becoming flexible about learning and acting in accordance with the intricate identities and comfort levels of those around them, according to Ferdman.

"If you think about conflict it means differences."

Conflict resolution, not avoidance

As differences become more apparent and readily expressed, conflict will inevitably arise. So conflict resolution must be included in the practices of inclusion.

"If you think about conflict it means differences. Conflict can be about surfacing our differences and using them to our collective advantage," Ferdman explains.

As people become more open about their differences, they have to learn to resist seeking immediate comfort through dismissal and conflict avoidance. Instead, the members of a workgroup should prepare to face certain discomforts by rationally and openly expressing points of contention. In doing so, they will be able to seek resolutions from which the entire organization can grow.

What's the benefit of inclusion for organizations?

As a consequence of the inclusive practices outlined by Professor Ferdman it is predicted that employees will be more likely to feel happy working in an environment where they feel safe and respected in bringing their whole self. Overall, this will lead to higher rates of retention within organizations as employees become more invested in both their work and the people around them. Additionally, those who feel happier at work are able to form increasingly creative teams, maximize resources and serve customers more effectively.

"By having some theory and tools on inclusion, we are going to extend the conversation on diversity. In doing this, we can have better workplaces, where more people feel they are treated well and contribute to a more just world, too," states Ferdman.

Quick recap of terms and processes for inclusion to take hold

Terms:

Individual Inclusion - Feeling safe to share any given part of your authentic individual identity while being able to choose which elements are relevant for feeling engaged in the workplace.

Collective Inclusion - Encouraging people to fully engage their differences and helping them to produce and enact practices that will to foster and normalize increasingly productive and creative teams.

Processes:

• Take an interest in others; everyone has equal voice.
• Be tolerant, accepting, appreciative of others and be open to their feedback
• Expect conflict and be prepared to use effective conflict resolution skills.

Source:

Ferdman, B.M. Barrera, V. Allen, A.A. Vuong, V. 2007. Inclusive Behavior and the Experience of Inclusion. Unpublished manuscript. Alliant International University, San Diego, CA.

Contact:

Berenardo Ferdman Ph.D. at bferdman@alliant.edu

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