Executive Session
Beyond Tame Solutions for a Wicked Problem: Evolving the Diversity Business Case
Presenters
Patricia Digh
David Robinson
Patricia Digh and David Robinson
The Circle Project: Diversity, Inclusion, Leadership
Offices in Asheville, NC and Seattle, WA
"In a nation fueled by immigrants, driven by consumer economics competing in a global marketplace, what isn't a business case for diversity?"
"We believe personal engagement changes how an executive views diversity—through this experience, he or she will be willing to take a stand and do what needs to be done to change the structure of the organization so it is more inclusive."
Q&A with Presenters Patti and David!
Presenters Patti Digh and David Robinson speak out!
Why focus on the "business case" for diversity? Doesn't every executive know it by now?
It is easy to make the "business case" for diversity but harder to make the necessary changes to support the business case — not superficial but systemic, complex, and uncomfortable changes. The "business case" is also less and less relevant the higher up the ladder, so why should executives care about it, and focus on it? We'll explore these questions.
Why do you say diversity is a "wicked problem"?
The work of diversity is messy and chaotic — too often we try to 'fix' it with tame solutions that only perpetuate the problem. Many organizations avoid messiness even though it is what drives real learning, creativity and innovation.
Analyst Jeff Conklin writes, "Business and government persist in applying inadequate thinking and methods to solving problems. One reason they do that is because it is possible, in fact easy, to tame a wicked problem. To do so, you simply construct a problem definition that obscures the wicked nature of the problem, and then apply linear methods to solving it (this sets off a chain reaction that perpetuates the problem)."
Why is the "business case" a tame solution?
No one willingly steps toward discomfort, and business is no exception. The number one compensation strategy employed by business to ensure inaction on Diversity & Inclusion matters, to evade the discomfort, is a fixation on "the business case."
The business case involves analyzing facts and figures, however, it's a "tame solution" because nothing much changes as a result. In fact, our insistence on data often obscures the fact that diversity is a "wicked problem" to begin with.
How does an executive avoid choosing "tame solutions"?
One of the ways is for an executive to acknowledge that diversity and inclusion are wicked problems to begin with, complexities that a day of training won't fully address. The first step to really recognizing how complex — and how vital — diversity is to the business is to tap into his or her personal experience, because engaging a person's emotions more often leads to action or real change
Discuss
Discuss these and other issues on the executive session blog.
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