Our world is becoming increasingly more complex. Many managers think that technology, rationality and standardisation is the answer to address complexity. Humanity, especially in the West is on this track for centuries. It is a paradox that the last 50 years, the complexity instead of decreasing, in fact is increassing. Increasing to a level almost beyond the management capability of our organisations and societies.
It was professor Luhman, Social Systems, well-known for his theory of self-organisation, who stated:
To solve complex problems, the solution system has to be at least of the order of complexity as the problems.
We need more internal complexity in organisations in order to address the external challenges of the organisations and society. Diversity & inclusion plays a key role in increasing internal complexity and at the same time stay a social and organisational entity.
Many people think that D&I is a social issue. Yes it is, but we feel it is more than that. It is one of the keys to come at a next level as humanity and increase longer term survival probability of humanity.
Ruud Gal & Jacobien Kamp
Over time working with organisations in this field, we have learned to transform the question “More Diversity” into the question “What of the Diversity and Inclusiveness principles fits with the organisation and how can it make the organisation more successful?”
It is very attractive especially from a reputation and brand perspective to reduce the D&I objectives to the “target x % women in the board of management”, but too often organisation failed in achieving this objective and moreover it will not automatically lead to a more successful organisation. The real challenge is to create the right cultural conditions to develop a natural diversity (fitting the strengths of the organisation) that works positively towards more effectiveness and efficiency of the organisation.
Our approach consists of six themes , build from our experience in this field, for a successful transfomation in the field of Diversity & Inclusion.
|Perspective on people
Diversity is not a trick. It is based on a human centric perspective. Continue Reading >>>>
|The dynamics of an organisation.
Diversity & Inclusion have their greatest value for organisations in dynamic environments and an adaptive / pro-active organisation. One may expect that bureaucracies have more difficulty with D&I, since one of the characteristics of bureacracies is that they want to eliminatie variance and deviances. Continue Reading >>>>
|Leveraging of the D&I potential in your organisation
A lot of organisation try to atttract more diversity, but the question is how much do they leverage the diversity that is already on board. Continue Reading >>>>
|Playing on Strengths.
Instead of asking from people to follow standardised procedures, it may have more value to make people play on their strength.
Continue Reading >>>
|The robust dialog
More diversity is nice, but it is important that people have real dialogs with each other and address the real issues instead of avoiding conflicts or fighting with anybody who does not agree with their point of view.
Continue Reading >>>>
|Eliminate unconscious mindbugs
One of the last obstacles for true D&I is our unconscious preferences for certain people and their ideas. 77 % of men unconsciously associate men more with leadership than women, although 95% consciously express that men and women are equally qualified to lead people.
Als laatste is er nog een barrière te nemen met betrekking tot