The Risk of ‘Diversity of Thought’ Without DEI
DEI (diversity, equity, and inclusion) work can be challenging in the best of circumstances, even when widespread buy-in exists. However, DEI practitioners will be familiar with the common arguments that are made against integrating best practices into company policies and procedures. Most center on the work being less of a priority compared to other organizational needs and limited budgets, and in recent years, the case for “diversity of thought” has grown into prominence.
What is Diversity of Thought
Diversity of thought refers to different approaches to problem solving, information processing, and ideating creative solutions, and is often cited as integral to the success of organizations and teams. At its core, the concept itself is neutral, and most often is used as part of a business case for DEI and expanding the talent pipeline. Where it becomes problematic is when it is weaponized to undermine equity-based DEI efforts.
“Diversity of thought is the idea that people in a group don’t need to look different or identify with an underrepresented group in order to bring varying, diverse viewpoints to the table. While this is technically true, it is a risky concept to find comfort in” (Rebekah Bastian, Forbes, 2019).
In the course of our work with clients, we often see diversity of thought presented as a counter argument by privileged identity groups against efforts to increase representation of underrepresented employees across levels at an organization. This can show up as tension around efforts to increase representation in the C-Suite and the governing boards, or prioritizing focus on socioeconomic status and political differences in diversity work. In this way, diversity of thought is often used to sidestep real action and avoid accountability around bias, unchecked privilege, and systemic discimination that has been proven time and again to exist in organizations across all industries.
Diversity of thought can be seen as a scarcity mindset response to DEI. Rather than seeing the pie as expansive and fully capable of providing opportunities for all, it can be an indicator of a competitive mindset around access to resources, opportunities, and career advancement. This, and the other reasons listed above for preferring diversity of thought over DEI, can help DEI practitioners address the pushback they face in the course of their work.
Where Diversity of Thought Becomes Problematic
At the root, the flaw in the “diversity of thought” argument is not that it is incorrect, but that it is incomplete. Without incorporating a lens for inclusion and equity, DEI efforts will inevitably perpetuate pre-existing systemic inequality by ignoring the underlying bias that currently exists in many organizations. At its worst, this decoupling of diversity of thought from DEI can even be weaponized to actively undermine DEI efforts.
To diversity of thought, ‘diverse’ is simply another way of saying ‘different’. Within this definition of diversity, analytical versus experimental thought processes are diverse, as are differences in leadership style or other work process preferences.
However, in the world of DEI, diversity is not a synonym for different. All of the world’s almost eight billion people are different, in the sense that each and every person has their own unique idiosyncrasies, personalities, ways of thinking, and intersections of culture, and markers of identity. Bringing awareness to this granular level is not what DEI work is about. The level of difference that the D in DEI is referring to is the identities people have that are attached to systems of oppression. This includes how they have played out historically, how they manifest in the present, and how they are continually perpetuated into the future.
Another key point is that the D in DEI is not meant to be engaged in isolation from the E and the I. We are not doing ‘diversity’ work alone, but diversity and equity and inclusion. In action, this translates to a focus on systems and which groups have been disproportionately marginalized as a direct result of them. Through the lens of DEI, diversity refers to identity groups including (but not limited to) difference in gender, gender identity & expression, race, ethnicity, religion, sexual orientation, class, socioeconomic status, age, native language, disability status, citizenship, and neurodiversity. Take note that neurodiversity should not be conflated with the different working and problem solving styles that are the focus of diversity of thought. Neurodiverse individuals, such as those with autism or dyslexia, are included in DEI considerations because they have faced systemic marginalization historically and in the present, just as the other listed identity groups have.
What Happens When Organizations Dismiss DEI
The risks that exist in incorporating diversity of thought into company talent management practices without a comprehensive DEI lens are serious, and manifold. Without ensuring representation of identity groups, the company’s offerings will very likely fail to address the needs of its consumer base, and organizations will be at risk of committing marketing misjudgments that have far reaching consequences in the court of public opinion. It is also increasingly a priority amongst Millennial and Gen Z job seekers to work for companies that have demonstrated authentic DEI values, and as newer generations of employees and consumers continually track towards greater levels of diversity compared to their predecessors, this is not a trend businesses can afford to ignore. As of 2017, Millennials and Gen Z collectively made up 40% of the workforce in the United States.
At ReadySet, we have worked with companies across industries that have struggled to diversify their community of employees, build trust with their diverse customer base, and even repair harm that has occured. We know from experience that intersectional, comprehensive, and data-driven DEI strategies are paramount to addressing the flaws in the diversity of thought framework. Simply pasting an equal opportunity employer statement at the bottom of job descriptions and including images of more diverse representation in marketing materials will not suffice. It requires changing company practices holistically and with a human focus in order to achieve the kind of diversity amongst employees that will lead to the business results desired, and the equitable and inclusive workplaces that are the ultimate goal.
Making the Case for DEI
If you are advocating for bringing a DEI lens to your organization and are facing the preference from leadership for diversity of thought, here are some recommendations for expanding this perspective:
Advocate for a yes/and stance, making the case for diversity of thought and DEI in partnership, and using the points listed above about the risks of leaving out DEI from company strategies. Conduct further research to have a solid case ready to go for each point, particularly focusing on the concerns that are most relevant to your company and the innovations coming up in your industry. Tailored recommendations that go further than one size fits all strategies will be both more persuasive, and more effective in fostering change.
If your organization is at this beginning stage in their DEI awareness journey, advocate for bias trainings, especially with decision makers at your organization. The key is to work with skilled and experienced trainers who pair expertise in the topic with practiced capacity at navigating fragility felt about DEI conversations. ReadySet has trainings on this and other useful topics to ease leaders into greater awareness, which can be taken as stand alone offerings or in conjunction with more comprehensive strategy work.
Ensure that a growth mindset approach is at the center of the DEI conversation in your company, rather than a scarcity mindset. If you have already had training or manager coaching around establishing a growth mindset in other functions of how employees approach their work, this will be a great place to expand on an idea that already has buy-in.
Practice calling people into the work to address any feelings of DEI being about punishing members of their identity groups. If there are misconceptions about what DEI work is, address these ideas directly, and give clear guidance on the important role privileged leaders and staff have in the DEI work taking place.
Concluding Thought
Diversity of thought detaches itself from considerations of the historical and modern day systems designed to put differences between people on a hierarchy, and therein lies its inherent flaw when used as a replacement for DEI strategies. If we wish to address issues of discrimination, lack of access to opportunities, experiences of bias in people practices, and truly achieve diversity of thought amongst employee ranks, we have to first assess, amplify, and address the barriers experienced by the groups being affected both systematically, and individually, in the organization. If we allow the term ‘diversity’ to be conflated with simply ‘difference’, then we risk looking at a room full of dominant identity members and calling it diverse, equitable, and inclusive.
We hope that these tips help your organization create a more equitable and inclusive recruitment process. If you’re in need of more support, ReadySet offers workshops on Inclusive Hiring, Interpersonal and Systems Bias and we can even audit your interview process itself. Don’t hesitate to reach out to us!