Data-Driven DEI E-Book

Randal Pinkett

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 521

Veröffentlichungsjahr: 2023

Beschreibung

A practical blueprint for successful, measurable, and impactful DEI initiatives In Data-Driven DEI: The Tools and Metrics You Need to Measure, Analyze, and Improve Diversity, Equity, & Inclusion, Dr. Randal Pinkett, a renowned diversity, equity, and inclusion (DEI) thought leader delivers a practical and evidence-based blueprint to achieving lasting impact with your DEI initiatives. Dr. Pinkett has created a simple, step-by-step process to assess the current state of your DEI, analyze that data to create a personal and organizational action plan, and implement data-driven, science-based, and technology-enabled interventions for greater diversity, equity, and inclusion. The book provides: * Tools and instruments to assess your personal preferences and competencies as well as your organizational culture, climate, policies, and practices * Strategies and proven practices to mitigate bias, improve decision-making, foster innovation, and expand thinking preferences, cultural competence, inclusive leadership, allyship and more * A library of measures, metrics, and key performance indicators (KPIs) to gauge progress, evaluate results and demonstrate impact An indispensable resource for individual contributors, managers, executives, founders, entrepreneurs, and other business leaders, Data-Driven DEI deserves a place on the bookshelf of any professional seeking to have a real-world impact that delivers personal and organizational results.

Leseprobe

Table of Contents

Cover

Title Page

Copyright

Dedication

Acknowledgments

Introduction

Societal Trends and DEI

The Organizational Case for DEI

The Personal Case for DEI

What Is DEI?

What Is Data?

What Is Data‐Driven DEI?

My Personal and Professional Passion for Data‐Driven DEI

The Journey Ahead: The Five‐Step Cycle of Data‐Driven DEI

Notes

STEP 0: DEI Incentives—Self‐Reflect and Introspect

Dimensions of Personal Transformation

What Are Your Personal DEI Incentives?

Crafting a Personal DEI Mission and Vision

Establishing Personal DEI Aims

Dimensions of Organizational Transformation

Dimensions of Personal and Organizational Transformation

What Are Your Organizational DEI Incentives?

Crafting an Organizational DEI Mission and Vision

Establishing Organizational DEI Aims

DEI Aims vs. DEI Objectives

Comprehensive Personal and Organizational DEI Assessment Framework

Entering the Five‐Step Cycle of Data‐Driven DEI

Notes

STEP 1: DEI Inventory for People—Seek Understanding

Personal DEI Assessment Framework

Understanding Preferences and Competences

Conducting a Personal DEI Assessment

A List of Personal DEI Assessment Tools

Mitigating Data Bias—Part 1

Notes

STEP 1: DEI Inventory for Organizations—Seek Understanding

Organizational DEI Assessment Framework

Conducting an Organizational DEI Assessment

Mitigating Data Bias—Part 2

Notes

STEP 2: DEI Imperatives—Determine Priorities

DEI Objectives and Goals

Notes

STEP 3: DEI Insights—Identify “What Works”

What Are “What Works” Models?

“What Works” Models for People

“What Works” Models for Organizations

Notes

STEP 4: DEI Initiatives—Take Action

DEI Strategies and Measures

Personal DEI Strategy Framework

Organizational DEI Strategy Framework

Determining DEI Strategies

Defining DEI Measures

Personal DEI Strategic Plan Example

Organizational DEI Strategic Plan Example

Notes

STEP 5: DEI Impact—Evaluate Results

DEI Data Reporting

DEI Scorecards

DEI Dashboards

Creating a DEI Scorecard or Dashboard

Developing Effective DEI Scorecards and Dashboards

Determining DEI Impact

The Power of DEI Storytelling

Notes

Conclusion: The Future of Data‐Driven DEI

DEI and Equitable Analytics™

DEI and Deep Learning

DEI and Transparency/Ubiquity

DEI Integrated Platforms

DEI and DNA

Notes

About the Author

Index

End User License Agreement

List of Tables

STEP 0

TABLE 0.1 Examples of Personal DEI Aims

TABLE 0.2 Examples of Organizational DEI Aims

STEP 1

TABLE 1.1 Ned Herrmann's Four‐Quadrant Whole Brain® Model

TABLE 1.2 Example of How the Whole Brain® Model Works When Buying a Car

TABLE 1.3 List of Personal DEI and Related Assessments

TABLE 1.4 List of Personal DEI Core Preferences and Competences (“The ABCDEs...

TABLE 1.5 Mapping Personal DEI Aims to Personal DEI Preferences and Competen...

STEP 1

TABLE 1.6 Mapping Organizational DEI Aims to Organizational DEI Assessments...

TABLE 1.7 List of Organizational DEI Assessment and Other Related Tools

TABLE 1.8 DEI Human Resources (HR) Policies and Practices Assessment

TABLE 1.9 The Four Groups and 15 Categories of the GDEIB Model for Organizat...

TABLE 1.10 The Five Levels of the GDEIB

TABLE 1.11 Example of Cross‐Tabulation between Race and Forms of Incivility...

TABLE 1.12 Example of Cross‐Tabulation between Management Status and Commit...

TABLE 1.13 DEI Focus Group Questioning Route for People of Color Example

TABLE 1.14 DEI Focus Group Questioning Route for Supervisors Example

TABLE 1.15 Factors to Influence the Number of DEI Focus Group Participants

TABLE 1.16 Beginning the Focus Group

TABLE 1.17 DEI Focus Group Analytic Frameworks

TABLE 1.18 Mixed‐Methods Integrated Data Analysis Framework

TABLE 1.19 Mixed‐Methods Integrated Data Analysis Framework Example

STEP 2

TABLE 2.1 Outputs vs. Outcomes

TABLE 2.2 Examples of Personal DEI Objectives Statements

TABLE 2.3 Examples of Organizational DEI Objective Statements

TABLE 2.4 Full Examples of Personal DEI Objectives and Goals with Personal D...

TABLE 2.5 Full Examples of Organizational DEI Objectives and Goals with DEI ...

STEP 3

TABLE 3.1 “What Works” Models for People

TABLE 3.2 “What Works” Models for Organizations

STEP 4

TABLE 4.1 Mapping Personal DEI Objectives and Goals to Personal DEI Preferen...

TABLE 4.2 List of Personal DEI Strategies for Learning Journeys

TABLE 4.3 Mapping GDEIB Groups to “What Works” Models for Organizations...

TABLE 4.4 List of Organizational DEI Strategies

TABLE 4.5 Personal DEI Strategy Example

TABLE 4.6 Organizational DEI Strategy Example

TABLE 4.7 Sample Personal DEI Strategic Plan

TABLE 4.8 Sample Organizational DEI Strategic Plan

STEP 5

TABLE 5.1 A Personal DEI Scorecard

TABLE 5.2 An Organizational DEI Scorecard

TABLE 5.3 How to Choose a Chart Type

TABLE 5.4 DEI Scorecards vs. Dashboards

TABLE 5.5 Personal and Organizational DEI Assessment Frequency Guidelines

TABLE 5.6 Quasi‐Experimental Study of Training and Hiring Persons with Disab...

List of Illustrations

Introduction

FIGURE I.1 The Relationship Between Diversity, Equity, Inclusion, and Belong...

FIGURE I.2 The Five‐Step Cycle of Data‐Driven DEI™

STEP 0

FIGURE 0.1 Dimensions of Personal Transformation

FIGURE 0.2 Dimensions of Organizational Transformation

FIGURE 0.3 Dimensions of Personal and Organizational Transformation

FIGURE 0.4 Mapping Personal DEI Aims to Organizational DEI Aims

FIGURE 0.5 BCT's Comprehensive Personal and Organizational DEI Assessment F...

STEP 1

FIGURE 1.1 BCT's Personal DEI Assessment Framework

FIGURE 1.2 Basic Example of One‐Dimensional Preference Scale (x‐axis)

FIGURE 1.3 Basic Example of a One‐Dimensional Preference Scale (x‐axis) with...

FIGURE 1.4 Neuroscience of the Brain and Bias

FIGURE 1.5 Example of a One‐Dimensional Preference Scale Using the Implicit ...

FIGURE 1.6 Basic Example of a One‐Dimensional Preference Scale (y‐axis) and ...

FIGURE 1.7 Example of a One‐Dimensional Preference Scale Using the IAT

FIGURE 1.8 Example of a Two‐Dimensional Preference Map

FIGURE 1.9 Example of a Two‐Dimensional Preference Map Using the IAT

FIGURE 1.10 The Impact of Whole Brain® Thinking: Dominance, Preferences...

FIGURE 1.11 Ned Herrmann's Four‐Quadrant Whole Brain® Model

FIGURE 1.12A Example of a Two‐Dimensional Preference Map Using the HBDI®...

FIGURE 1.12B Example of a Two‐Dimensional Preference Map Using the HBDI®...

FIGURE 1.13 Basic Example of a Linear Competence Continuum

FIGURE 1.14 The M.O.D.E. Model (Motivation and Opportunity Can Be the Determ...

FIGURE 1.15 The Five Characteristics and Four Inclusion‐Accelerating Behavio...

FIGURE 1.16 Example of a Competence Continuum Using the IDI®

FIGURE 1.17 Example of a Competence Continuum Using the Antiracist Style Ind...

STEP 1

FIGURE 1.18 Organizational DEI Assessment Framework: The 4 P's

FIGURE 1.19 Personal and Organizational DEI Assessment Overall Approach

FIGURE 1.20 The Four Layers of Diversity

FIGURE 1.21 BCT's DEI Workforce and Workplace Assessment™ (DWWA™)

FIGURE 1.22 The Global Diversity, Equity & Inclusion Benchmarks (GDEIB) Mode...

FIGURE 1.23 Successful Moderation of a DEI Focus Group

FIGURE 1.24 Qualitative Data Coding Process Example

FIGURE 1.25 DEI Assessment Report Outline

STEP 2

FIGURE 2.1 The OGSM Strategic Planning Framework

STEP 4

FIGURE 4.1 Personal DEI Strategy Framework

STEP 5

FIGURE 5.1 Personal DEI Dashboard (Part 1 of 8)

FIGURE 5.2 Personal DEI Dashboard (Part 2 of 8)

FIGURE 5.3 Personal DEI Dashboard (Part 3 of 8)

FIGURE 5.4 Personal DEI Dashboard (Part 4 of 8)

FIGURE 5.5 Personal DEI Dashboard (Part 5 of 8)

FIGURE 5.6 Personal DEI Dashboard (Part 6 of 8)

FIGURE 5.7 Personal DEI Dashboard (Part 7 of 8)

FIGURE 5.8 Personal DEI Dashboard (Part 8 of 8)

FIGURE 5.9 Organizational DEI Dashboard (Part 1 of 3)

FIGURE 5.10 Organizational DEI Dashboard (Part 2 of 3)

FIGURE 5.11 Organizational DEI Dashboard (Part 3 of 3)

FIGURE 5.12 Bar Chart

FIGURE 5.13 Column Chart

FIGURE 5.14 Grouped Bar Chart

FIGURE 5.15 Trend Lines

FIGURE 5.16 Dot Plot Graph

FIGURE 5.17 Map

FIGURE 5.18 Before/After Word Cloud

FIGURE 5.19 Before/After Packed Bubbles

FIGURE 5.20 Icons beside Descriptions and Responses

FIGURE 5.21 Color‐Coded Phrases

FIGURE 5.22 Closed‐Ended beside Open‐Ended

FIGURE 5.23 Elements of an Effective Data Display

FIGURE 5.24 The Three Elements of Data Storytelling

Conclusion

FIGURE 6.1 The Equitable Analytics™ Process

FIGURE 6.2 Equitable Analytics™ Causal Logic Model

FIGURE 6.3 Equitable Analytics™ Matched Comparison Groups

FIGURE 6.4 Equitable Analytics™ Discovering What Works

FIGURE 6.5 Equitable Analytics™ Assessing Equitable Treatment

FIGURE 6.6 Equitable Analytics™ Results

Guide

Cover

Table of Contents

Title Page

Copyright

Dedication

Acknowledgments

Introduction

Begin Reading

About the Author

Index

End User License Agreement

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Data‐Driven DEI

The Tools and Metrics You Need to Measure, Analyze, and Improve Diversity, Equity, and Inclusion

DR. RANDAL PINKETT

Copyright © 2023 by Randal Pinkett LLC. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 646‐8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permissions.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging‐in‐Publication Data:

Names: Pinkett, Randal, author.

Title: Data‐driven DEI : the tools and metrics you need to measure, analyze, and improve diversity, equity, and inclusion / Dr. Randal Pinkett.

Other titles: Data‐driven diversity equity and inclusion

Description: First edition. | Hoboken, NJ : Wiley, [2023] | Includes index.

Identifiers: LCCN 2022053754 (print) | LCCN 2022053755 (ebook) | ISBN 9781119856870 (cloth) | ISBN 9781119856931 (adobe pdf) | ISBN 9781119856924 (epub)

Subjects: LCSH: Diversity in the workplace‐‐Technological innovations. | Multiculturalism.

Classification: LCC HF5549.5.M5 P57 2023 (print) | LCC HF5549.5.M5 (ebook) | DDC 658.3008‐‐dc23/eng/20221109

LC record available at https://lccn.loc.gov/2022053754

LC ebook record available at https://lccn.loc.gov/2022053755

COVER ART: © ZHENGSHUN TANG/GETTY IMAGES

COVER DESIGN: PAUL McCARTHY

To the entire BCT Family—past and present—without whom this book would not have been possible, and especially to my brother and business partner—colleague and college classmate:

Lawrence Hibbert

Data‐Driven DEI is a direct result of the mission and vision we set out to accomplish when we began our social entrepreneurship journey more than three decades ago centered on the African philosophy of Ubuntu:

I am because we are!

Acknowledgments

Data‐Driven DEI has leveraged the contributions of countless individuals and organizations. First and foremost, I would like to sincerely thank all my colleagues at BCT Partners, including the executive leadership team, leadership team, DEI community of practice, and various lines of business that reflect our leading expertise in diversity, equity, inclusion, research, evaluation, analytics, learning, and beyond. Our mission at BCT Partners, to harness the power of diversity, insights, and innovation to transform lives, accelerate equity, and create lasting change, and our pioneering work that spans the globe in service to this mission, undergird everything captured within this book.

At BCT, I am enormously grateful to Lawrence Hibbert, president, for our partnership and his leadership; Peter York, principal and chief data scientist, for his input, reviews, and feedback; Damita Byrd, senior director of DEI, David Hunt, senior director of health equity, and Riikka Salonen, managing director of health equity, for their advice and assistance; Jaan Bernberg, for leading the development of the scorecards, dashboards, and mobile app mockups; Stacey Gatlin and Stephanie Snider, for helping coordinate the numerous moving parts; and Kate Jordan, Patricia Neuray, Tanisha Washington, Freida Hughes, and Amira Pinkett, for their support of the website. I would like to thank my colleagues at our joint venture partner, N‐Touch Strategies, including Natasha Williams and Dr. Jenae Harrington, for their contributions to the research and development. I would also like to thank BCT's clients, who have been essential and instrumental to the growth of our data‐driven DEI work and more, expressly Milton Anderson, managing partner at Korn Ferry and former executive vice president and chief administrative officer at RWJBarnabas Health; Leah Wallace, former senior vice president of workforce development and DEI at Citigroup; and Dennis Pullin, president and chief executive officer and Rhonda Jordan, executive vice president and chief human resources officer, at Virtua Health.

I am especially thankful to my mentors, Vincent R. Brown and Dr. Janet B. Reid, and our colleagues Patricia Melford, LaToya Everett, Pamela Ramsey, Angie Dodge, and Lena Ryals at VRBC and BRBS World; Steve Mahaley at Red Fern and Allison Mahaley at Red Fern and The Dialogue Company; Dr. Amanda Felkey at Lake Forest College; Ann Herrmann‐Nedhi, Karim Nehdi, JT Thompkins, and Anne Griswold at Herrmann International; Julie O'Mara, Alan Richter, and Nene Molefi, authors of the Global Diversity, Equity & Inclusion Benchmarks (GDEIB), and Sudeep Mohandas at the Centre for Global Inclusion; Edward Boon at Promote International; Larry Mohl at Rali; Emily Aiken at IDI LLC; Lamont Robinson at RLC Diversity; Richard A. Kreuger and Mary Anne Casey at the University of Minnesota; Dr. Michael McAfee, Josh Kirschenbaum, Michael Hassid, and Jennifer Tran at PolicyLink; Gamiel Yafai at Diversity Marketplace; Jane Wesman and Andrea Stein at Jane Wesman Public Relations; and Sheilisa McNeal‐Burgess.

Thank you also to the entire literary team at Wiley, including Richard Narramore, Deborah Schindlar, Dawn Kilgore, Michelle Hacker, Jeanenne Ray, Jozette Moses, Michelle Hacker, Gayathri Ganesan, Philo Antonie Mahendran, Jessica Filippo, and Kate Wimpsett. I am eternally indebted to Mike Campbell, former acquisitions editor at Wiley, for not only being the catalyst for this book but also for being a tremendous thought partner, prompting me to think deeply and critically about the book's framing, and helping strengthen its content by challenging my ideas in very positive and powerful ways. This acknowledgment is a minor gesture compared to your major role in bringing this book to fruition.

Last, but certainly not least, to the extent this book was a formidable undertaking, I am deeply appreciative of my entire family and village of friends, including my loving wife, Natasha, children, Amira, Jaz, Marquis, and Aniyah, and above all, God, with whom all things are possible, for the strength, the space, the stamina, and the support to see it to completion.

—Dr. Randal Pinkett

www.randalpinkett.com

www.bctpartners.com

www.datadrivendei.com

Introduction

DEI is a journey, not a destination.

DEI can be measured and managed.

When I first met Steve, he and his organization were in a very difficult situation. Steve had been long criticized for his lack of leadership, particularly with women and people of color, while he maintained that his management style was an effective one. His team was dysfunctional and lacked cohesion and trust. Moreover, while Steve's team bore some diversity, he was a member of the organization's senior leadership team, which bore little to no diversity. In stark comparison, their employee base and the communities surrounding their office locations reflected the full range of societal diversity. Like many organizations, while they had good intentions to improve diversity, equity, and inclusion (DEI), their efforts had largely failed due to a lack of acknowledgment and agreement about the issues they were facing, and the impact was severe. Employee engagement was low. They were losing people of color, particularly in middle management. They were under significant pressure from employees to diversify their senior ranks and create a more inclusive culture. Steve knew that he and his organization desperately needed help, and he lobbied to hire my firm, BCT Partners, to help his organization improve their DEI.

After engaging in several conversations with leaders about their mission and vision for DEI, our next step was to conduct several assessments: an implicit bias and cultural competence assessment for all leaders and managers, and a culture and climate assessment for the entire organization, including a survey, interviews, and focus groups. I vividly recall two pivotal moments in the early stages of this engagement.

The first pivotal moment was with Steve in a one‐on‐one coaching session where we discussed his implicit bias and cultural competence assessment results. He was stunned. Not only did the data clearly affirm his blind spots, particularly on matters relating to race/ethnicity and gender, but also his inability to navigate differences. The data catalyzed a personal epiphany. Thereafter, Steve was motivated to do the personal work of DEI, which is often the most challenging yet impactful, by undertaking a journey of personal learning, development, and growth. Today, he is seen as a more competent, credible, and capable colleague in the eyes of his peers (and a better person in the eyes of his friends and family) and has the tools, data, and metrics to know he is making progress.

The second pivotal moment was when my colleagues at BCT presented the results of the culture and climate assessment to the organization's senior leadership team. I could feel the tension in the room. We knew there was resistance to DEI in the senior ranks and, as a result, the assessment experienced significant delays. In fact, one of the reasons we administered the implicit bias and cultural competence assessments for leaders and managers was to meet people like Steve where they were in their DEI journey while opening a candid dialogue about their commitment to DEI (or lack thereof). This was a very data‐driven organization that prided itself on science, evidence, and facts. They grilled our data science team about their sampling techniques and statistical analyses. They challenged them on their assessment methods and analytical models. They prompted them to probe deeper into their facts and their findings. By the time the tense meeting was over, the senior leadership team was convinced that they had issues, and they committed to undergoing change. The data catalyzed an organizational commitment. They were invigorated to do the organizational work of DEI, which they acknowledged would be a marathon not a sprint. We proceeded to work with them to develop and execute a DEI strategic plan that led to several DEI initiatives along with the key performance indicators (KPIs) to gauge progress, measure results, and demonstrate impact. Today, they have proudly been recognized as one of the top companies for their corporate diversity practices and among the top employers for women, people of color, veterans, working families, and members of the LGBTQIA+ community.

My experience with Steve and his organization speak to a very valuable lesson: data matters to DEI.

To be clear, data is not the end‐all and be‐all to DEI. It is not a panacea, nor do I intend to frame it in this way. The point of this book is that data, while not the entire DEI puzzle, is a very important piece.

W. Edwards Deming is frequently and incorrectly quoted with the famous phrase “If you can't measure it, you can't manage it.” Ironically, Deming's full quote is, “It is wrong to suppose that if you can't measure it, you can't manage it.” According to the W. Edwards Deming Institute, “Dr. Deming did very much believe in the value of using data to help improve the management of the organization. But he also knew that just measuring things and looking at data wasn't close to enough. There are many things that cannot be measured and still must be managed.”1 Fortunately, DEI is not one of those things, as you can measure it and manage it. There are several factors that contribute to a successful personal and organizational DEI journey, and data is one of them.

I liken data to the instrument panel on a plane. Long before there were instrument panels, people were able to fly planes. It was significantly harder without the instrument panel. Instrument panels have made the journey more efficient and effective at every step along the way. Similarly, improving DEI can be achieved without data, but it is significantly harder. Data makes the journey more efficient and effective at every step along the way.

It is also important to acknowledge that data has its own shortcomings and imperfections. It is not neutral. At different points throughout this book, I address the topics of “data bias” and “algorithmic bias”—those are how data carries and inherits its own assumptions and biases, as a reflection of human assumptions and biases. I will help you to recognize different kinds of data and algorithmic biases, and how to mitigate them leading to deeper understanding and greater impartiality along your Data‐Driven DEI journey.

Societal Trends and DEI

Three societal trends speak to the growing importance of DEI:

Diversity of People:

Diversity is growing across our globe including with respect to race and ethnicity. It is predicted that the world's middle‐class population will see a major influx from Asia, Latin America, and Africa by 2030, increasing the population to 4.9 billion, up from 1.8 billion in 2009.

2

This translates into growing diversity of talent, customers, and stakeholders as well.

Diversity of Cultures:

Because of increased migration, there is a growing diversity of religion and language. The percentage of the U.S. population speaking a language other than English at home was 21% in 2013, a slight increase over 2010.

3

Moreover, the global population is estimated to grow by 32% by the year 2060 with Muslims expected to have grown by 70%, making it the fastest‐growing religious group. The Pew Research Center estimates that in the second half of the twenty‐first century, the number of Muslims will have surpassed the number of Christians.

4

Diversity of Thought:

Organizations increasingly recognize the value of diverse thinking and cognitive diversity as drivers for generating good ideas, building effective teams, mitigating blind spots, and fostering innovation. According to a study by the Boston Consulting Group, a 2014 survey of 1,500 executives, “breakthrough” innovators and leaders “cast a wide net for ideas.”

5

The 2021 Readiness Gap survey of 1,500 companies showed that 75% of the companies considered innovation a top‐three priority. This is an increase of 10 percentage points from 2020.

6

“In the race for new ideas, diversity of thinking is gaining prominence as a strategy to protect against groupthink and generate breakthrough insights,” says Deloitte.

7

This growing diversity will only continue to increase as time progresses. It undeniably makes our world a more beautiful place as we all benefit from experiencing different people, cultures, and ways of thinking. However, greater diversity can also lead to greater challenges and especially when our differences are not harnessed or managed productively. This reality is reflected throughout our global community.

Sadly, as our communities, schools, organizations, and society are becoming more diverse, certain segments of our society are becoming less civil, noticeably divided, and more exclusionary. Our society is increasingly comprised of what Turkish novelist, activist, and academic Elif Shafak calls “communities of the like‐minded” who share the same values, beliefs, race/ethnicity, religion, socioeconomic status, political affiliation, and other identifiers. So many of us tend to surround ourselves and associate with people who are like us. To be clear, there is nothing wrong with being around people like you. This is a natural human phenomenon known by sociologists as homophily or an affinity bias. The challenge is that if we tend to be around people like us, we can become more prone to produce stereotypes and assumptions about those who are not like us, casting projections onto those outside of the communities of the like‐minded to which we belong. The irony is that as our globe continues to experience increased diversity of people, cultures, and thought, we all seem to be driving deeper into our communities of the like‐minded. This not only undermines the benefits of society's greatest asset—our cultural differences—but also further exacerbates society's greatest liability—our cultural ignorance. DEI represents a unique and unparalleled opportunity to break down the walls that can separate us in our personal lives, within our organizations, and throughout our society.

The Organizational Case for DEI

Arguments for the value of DEI to organizations have been made very clear. Some refer to this as “the business case” or “the organizational case” for DEI. The benefits from an organizational perspective are myriad and have to do with:

Winning the competition for talent

. Organizations that have a strong commitment to DEI are better positioned to recruit and retain skilled workers in today's marketplace.

8

Strengthening customer orientation

. “[Customers] pay attention to how companies are speaking to them. As they spend more, they want more for themselves and from the brands they support,” says Cheryl Grace, Nielsen's senior vice president of Community Alliances and Consumer Engagement and co‐creator of Nielsen's 2019 Diverse Intelligence Series (DIS) Report.

9

Increasing employee trust, retention, engagement, satisfaction, and performance

. There is strong evidence that diverse teams increase employee satisfaction and reduce conflicts between groups, improving collaboration and loyalty.

10

,

11

,

12

Improving decision making and fostering innovation

. Research shows that while diverse teams take longer to achieve cohesiveness and make decisions, they make better decisions up to 87% of the time, as reported in

Forbes

, and “Diversity fosters innovation and creativity through a greater variety of problem‐solving approaches, perspectives, and ideas.”

13

,

14

Enhancing the organization's image

.

Incorporating a strong DEI agenda will improve your organization's image to employees as well as customers.

15

,

16

Improving the financial bottom line

. Several studies by McKinsey have found that corporations that embrace gender and ethnic diversity on their leadership teams outperform their competition financially by as much as 25% and 36%, respectively.

17

,

18

The Personal Case for DEI

By comparison to the organizational value for DEI, arguments pertaining to the personal case for DEI have not been as prominent or widely recognized. Moreover, at the end of the day, organizations do not change; people change. Or in the words of the Nigerian author, activist, and presenter of the TED Talk “The Danger of a Single Story,” Chimamanda Ngozi Adichie, “Culture does not make people. People make culture.”19 In order for any organization to experience transformation, its people will have to undergo their own transformation. This explains why this book is centered first and foremost on you. When you change for the better, it benefits you, and the added benefit is that it also changes your organization for the better.

On a personal level, DEI can lead to a number of personal and professional benefits:

Enhanced personal growth

.

A “growth mindset” believes you can always grow your skills and abilities through effort, application, and experience. Diverse relationships with people from different backgrounds and perspectives positively challenge you to move beyond your comfort zone into your growth zone and become a better person today than yesterday. They also lead to a richer human experience by exploring diverse cultures including music, art, food, religion, language, clothing, history, and more. If experience is the best teacher, diversity creates the best classroom!

Greater diversity of thought (cognitive diversity)

.

DEI enables you to tap into the diverse thinking of others to make better decisions, generate better ideas, improve problem solving, and foster greater innovation. “It's making sure you have little risk of being blindsided by something that a diverse team would have known about and would have identified as an opportunity or a risk. I think it brings far greater confidence to the decision making when you know you are being supported by people who have far more diverse points of view,” says François Hudon of the Bank of Montreal.

20

Improved health and wellness

. Research has found that “maintaining diverse relationships is just as important, if not more, than having a large number of relationships” and that “individuals with more diverse relationships had a lower risk of mortality and experienced less cognitive and physical decline.”

21

This is a compelling personal argument alone.

Enriched learning and performance at school and work

.

According to research at Princeton University, “Diversity of all kinds is generally associated with positive learning and performance outcomes. Not only do experiences with diversity improve one's cognitive skills and performance, it also improves attitudes about one's own intellectual self‐confidence, attitudes toward the college experience, and shapes performance in the workplace.”

22

Mitigate biases and negative stereotypes

.

The same Princeton study also found that “exposure to diversity can ameliorate negative stereotypes and biases people may have about people from different backgrounds and perspectives. In addition, increasing diversity in high‐power positions can buffer underrepresented and stigmatized groups by providing in‐group members as understanding and supportive role models.”

Expanded network of relationships

. Researchers at Ohio State University and the University of Akron found that “workers with more diverse personal relationships were, not surprisingly, better at building a racially diverse network on the job. These individuals utilized this broader network to pursue extra tasks beyond their basic responsibilities and appeared to be more trusting of their supervisors… .”

23

Increased range of opportunities

. “Diverse work teams are known to be better at assessing risks and gathering accurate facts, and companies with greater diversity in their leadership report higher innovation rates. It's a no‐brainer that having a larger and more diverse professional network will lead to higher‐performing teams and present a wider spectrum of opportunities, but if it all starts with increasing the diversity of your personal relationships this has to happen on your own time.”

24

More positive evaluations, earlier promotions, and higher compensation

. Research has found that individuals with relationships that are rich with opportunities to connect people that would otherwise be disconnected, “receive more positive evaluations, earlier promotions, and higher compensation.”

25

,

26

Expanded civic engagement and positive outcomes for others

.

Lastly, the Princeton study, entitled, “Do Differences Make a Difference?” also found that, “increased exposure to diversity is positively associated with civic engagement” and that “individuals are more likely to perform activities and services in order to improve outcomes for others, and in doing so, they are making a difference in their homes, neighborhoods, workplaces, churches, and communities.”

These are compelling arguments for DEI both personally and professionally. This suggests that while you do not have to have the most diverse, equitable, and inclusive relationships, you can significantly benefit from having diversity, equity, and inclusivity in your relationships. It also suggests that while you do not have to understand all cultures, you can significantly benefit from seeking understanding of different cultures. It all starts with improving your DEI, and that has to be something for which you are willing to commit time. Data‐Driven DEI offers the blueprint.

What Is DEI?

Diversity is simply defined as the range of human differences. It is a fact, an attribute. Diversity is about representation. The inaugural work within the field was focused on the “D”—increasing diverse relationships and representation of people within organizations at all levels.

Very quickly it became clear that diversity alone was necessary but not sufficient to improve outcomes, and “D&I” arrived on the scene, adding inclusion to the paradigm. Inclusion is simply defined as involvement and empowerment. It is an action. As stated by Korn Ferry's Global Diversity and Inclusion Strategist Andrés Tapia, “Diversity is the mix, and inclusion is making the mix work.” Similarly, I think of diversity as a fancy car, and inclusion as the car's engine. Just like the fancy car looks good, so does diversity. And just like the fancy car will get you nowhere without the engine, diversity will get you nowhere without inclusion. In fact, the importance of inclusion to improving outcomes became so widely acknowledged and understood that “I&D” began to take hold as an acronym of choice.

More recently, equity has not only entered the picture but also gained prominence. Equity is simply defined as fairness and equality in outcomes. It is a choice. Equity is also distinguished in its ability to play out very differently once it is applied to a specific industry, sector, or field. For example, the pursuit of health equity can be very different from the pursuit of equity in housing, education, financial services, or philanthropy. The field has generally and widely become recognized as “DEI” or “DE&I” or, more progressively, as “EDI,” “ED&I,” “EID,” and “EI&D,” to reflect the paramount importance of equity and inclusion more prominently to this work.

Two related terms have also emerged—justice and accessibility. Justice is defined as “dismantling barriers to resources and opportunities in society so that all individuals and communities can live a full and dignified life.”27 These barriers are essentially the “isms” in society: racism, classism, sexism, ageism, and so on. Justice, as well as the acronym “JEDI,” has gained traction particularly among community, philanthropic, and civic organizations. Accessibility is defined as “the design, construction, development, and maintenance of facilities, information and communication technology, programs, and services so that all people, including people with disabilities, can fully and independently use them.”28 Accessibility has gained traction in various circles, thus spreading the acronyms “DEIA” and “IDEA.” For example, in the United States, President Biden's Executive Order 14035 calls on the federal government to become “a model for diversity, equity, inclusion, and accessibility, where all employees are treated with dignity and respect.”

For purposes of this book, I use DEI as a placeholder to refer to the entire field. This is not to indicate the relative importance of equity, inclusion, or diversity, and it is not to ignore the aspirations of justice or accessibility. The journey of Data‐Driven DEI outlined in this book can be equally applied to all terms referenced above.

Arguably, the ultimate result of DEI is belonging (see Figure I.1). Belonging is simply defined as “feeling valued, heard, and accepted.” It is an outcome. So many of us desire to feel a part of something greater than ourselves—to belong—and DEI provides a pathway to make that feeling a reality (“DEIB” and “DEI&B”).

FIGURE I.1 The Relationship Between Diversity, Equity, Inclusion, and Belonging

What Is Data?

The simple definition of data is facts, figures, or information. The technical definition is a set of quantitative (information about frequency, likelihood, ratings, and more) or qualitative (contextual information and reasoning behind an answer) variables about one or more people. The types of data for DEI vary depending on personal and organizational cases.

Some personal examples are:

Personal preference data:

Data that characterizes your biases, temperament, personality, and behavior, and your unique style for thinking, communicating, resolving conflict, making decisions, and more. Understanding your preferences can help reveal your blind spots, foster greater self‐awareness and awareness of others, and offer deeper insight into how your style can most effectively integrate with the styles of others.

Personal competence data:

Data that describes your knowledge, skills, attitudes, and attributes in specific areas such as cultural competence, inclusive leadership, conflict management, emotional intelligence, and beyond. Knowing your level of competence establishes a baseline upon which you can take steps to build your competence.

Some organizational examples are:

Personal behaviors and experiences data:

Data that captures the perceptions and perspectives of people throughout your organization. By understanding their lived experiences, you can create environments that enable everyone to be more engaged, feel more included, and sense more belonging.

Organizational policies and practices data:

Data that evaluates the practices and behaviors of your management and your organizational expectations, procedures, and regulations. By understanding how you fare against best practices and industry benchmarks, you can create fairer and more equitable policies and practices that lead to equal outcomes for all.

What Is Data‐Driven DEI?

Data‐Driven DEI is using data to measure, analyze, and improve diversity, equity, and inclusion. It is for you if:

You want to improve your “personal DEI”; that is, if you want to establish more diverse relationships with others, produce more equitable outcomes for others, and exhibit more inclusive behaviors toward others. This can be independent of, or in concert with, your organization undertaking a DEI initiative.

You are a manager, supervisor, leader, DEI champion, DEI council member, chief DEI officer, or other stakeholder who bears some responsibility for improving “organizational DEI”; that is, you want to expand your organization's diversity (representation), empower your organization's people, and increase their feelings of inclusion and belonging, strengthen your organization's culture and climate, and enhance your organization's policies and practices to be more equitable.

This book offers a data‐driven approach to improving personal DEI and organizational DEI that can achieve measurable results.

A Data‐Driven DEI initiative must meet the following five criteria:

Use data to perform an assessment that establishes a profile and baseline

Establish objectives with clearly defined goals

Leverage promising and proven practices based on research, science, and/or the experience of expert practitioners

Develop strategies with clearly defined measures

Use data to gauge progress, evaluate results, demonstrate impact and engender accountability

When these criteria are met, people and organizations alike can derive tremendous value from Data‐Driven DEI:

Hindsight:

Data‐Driven DEI

helps you understand where you've been

(descriptive data)

and where you are

(diagnostic data)

—your “as is”—as you begin your DEI journey.

Foresight:

Data‐Driven DEI

illuminates what is possible for your future DEI journey—your “to be”—by identifying “what works”

(evaluative data)

: promising practices and proven practices that have produced results for others.

Insight:

Data‐Driven DEI

clarifies the most efficient, effective, and optimal strategies for your DEI journey. It offers recommendations

(prescriptive data)

and predictions

(predictive data)

that can inform your DEI journey and help close the gap between your current reality (your “as is”) and your desired future (your “to be”).

Oversight:

Data‐Driven DEI

enables you to establish clear objectives, goals, strategies, and measures, with metrics and key performance indicators (KPIs), to manage performance

(performance data)

and properly oversee your DEI journey.

Highlights:

Data‐Driven DEI

allows you to gauge progress

(outputs data)

, evaluate results

(outcomes data),

and demonstrate impact. This captures and highlights your accomplishments, challenges, opportunities, and areas for improvement, and fosters continuous learning at every step along your DEI journey.

My Personal and Professional Passion for Data‐Driven DEI

I have spent the past three decades as a DEI speaker, author, trainer, facilitator, strategist, and media commentator. I have worked with countless people and organizations across the globe on how to become more diverse, equitable, and inclusive. I am an Intrinsic Inclusion™ certified facilitator, Herrmann Brain Dominance Instrument® (HBDI®) certified practitioner, Intercultural Development Inventory® (IDI®) qualified administrator, High Performance Learning Journey® (HPLJ) champion, and an official reference for the Global Diversity, Equity & Inclusion Benchmarks (GDEIB). My formal education includes a BS in electrical engineering from Rutgers University as an Academic All‐America® Hall of Fame scholar‐athlete, an MSc in computer science from Oxford University as a Rhodes Scholar, an MS in electrical engineering and computer science from the Massachusetts Institute of Technology (MIT) School of Engineering and MBA from the MIT Sloan School of Management as a participant in the MIT Leaders for Global Operations (LGO) dual‐degree program, and a PhD in media arts and sciences from the Epistemology and Learning Group at the MIT Media Laboratory. My doctoral dissertation focused on bridging the “digital divide” and asset‐based approaches to using technology and data for the benefit of disconnected, disadvantaged, and diverse communities. I see communities through the lens of their assets and strengths and not their liabilities and deficiencies. My expertise therefore lies at the intersection of DEI, technology, data, learning, and communities.

My company, BCT Partners (www.bctpartners.com), which I co‐founded with my Rutgers classmates including our president, Lawrence Hibbert, and Dr. Jeffrey Robinson and Dallas Grundy, is a global, multi‐disciplinary firm that delivers a full range of research, training, consulting, technology, and data analytics services and solutions. Our mission is to harness the power of diversity, insights, and innovation to transform lives, accelerate equity, and create lasting change. DEI is who we are and what we do:

We help our clients compete in a diverse world by unlocking the power of DEI in the workforce, workplace, marketplace, and community.

We are a leader in helping organizations make better decisions, improve outcomes, and amplify their impact toward a more equitable society.

We possess a team of diverse DEI consultants, trainers, facilitators, coaches, and subject matter experts who offer thought leadership in areas such as unconscious bias, cultural humility, human resource development, change management, organizational development, cultural transformation, and beyond.

We are a full‐service DEI consultancy that combines best‐in‐class services such as assessment, strategy, training, coaching, facilitation, and performance management with cutting‐edge research, neuroscience, behavioral science, social science, technology and data science including artificial intelligence (AI), machine learning (ML), natural language processing (NLP), and virtual reality (VR).

We offer a growing suite of innovative solutions including Equitable Analytics™ with Precision Modeling and the Equitable Impact Platform™ (EquIP™), that leverage predictive, prescriptive, and evaluative models to determine what causes a desired outcome for each segment of a population, equitably;

Through My Eyes

™ VR, which is a series of immersions that foster human understanding and empathy; Intrinsic Inclusion™, which is grounded in diversity, neuroscience, and bias, to help individuals and teams disrupt unconscious biases and unlock improved decision making, communication, collaboration, innovation, and inclusivity; The Inclusion Habit™, a mobile‐friendly behavior change platform replete with a library of Microcommitments that lead to specific inclusive behaviors and create inclusive habits; and Rali, a comprehensive Change Experience Platform (CxP) built on a human‐centered approach to behavior change—a comprehensive suite of communications, structured journeys, and interactive media capabilities that shape culture for initiatives that matter.

We have been recognized by Forbes as one of America's Best Management Consulting Firms, Ernst & Young as EY Entrepreneur of the Year, Manage HR Magazine as a Top 10 Firm for Diversity & Inclusion, the Black Enterprise BE100s list of America's largest Black‐owned businesses, and the Inc. 5000 list of the fastest‐growing private companies in America. We are also a proud platinum‐level sponsor of the Global Diversity, Equity & Inclusion Benchmarks (GDEIB).

What distinguishes me and BCT is how we fully integrate research, science, technology, and data to accelerate DEI. This book brings together my personal experiences and that of my colleagues at BCT to describe how you and your organization can do the same.

The Journey Ahead: The Five‐Step Cycle of Data‐Driven DEI

The five‐step cycle of Data‐Driven DEI is shown in Figure I.2. Throughout this book, I will refer very often to your “Data‐Driven DEI journey” or, more simply, your “DEI journey.” I am specifically referring to these steps of Data‐Driven DEI. They equally apply to people and organizations with nuances that will be highlighted along the way.

This book walks you through each step according to two tracks: a personal DEI track that outlines how you can measure, analyze, and improve your DEI, and an organizational DEI track that outlines how you can help your organization to do the same. Anyone seeking personal improvements to DEI, from individual contributors to executives, can benefit from the personal DEI track. Managers, supervisors, executives, and DEI champions and leaders responsible for improving DEI for themselves and their organization can benefit from both tracks. This book is organized into the following steps, whereas each step encompasses both tracks (with the exception of Step 1, which is broken up into separate parts for each track):

Step 0: DEI Incentives

—The journey begins with a foundational

Step 0: DEI Incentives

. In this foundational step you must get honest with yourself for the personal DEI journey, and honest about your organization's true aims for its DEI journey. This step will require self‐reflection and introspection to identify intrinsic factors driving your pursuit of DEI. You will ask yourself the deeper questions such as “why do I even care?” or “why should I spend my time trying to improve DEI?” You must also examine the extrinsic factors that are driving the pursuit of DEI, such as improved performance evaluations and increased compensation for people and improved employee engagement or increased profitability for organizations. Ultimately you will develop a DEI mission and vision in this step. You will only need to perform Step 0 once to embark upon a

Data‐Driven DEI

journey. The next five steps represent a never‐ending, continuous cycle as you grow in your DEI journey.

FIGURE I.2 The Five‐Step Cycle of Data‐Driven DEI™

Step 1: DEI Inventory for People

—In this step you will compile the data necessary to establish a profile and baseline of your personal DEI preferences and competences. You will gather diagnostic data to help clearly define your current position or your “as is.”

Step 1: DEI Inventory for Organizations

—As a part of this step you will compile the data necessary to establish a profile and baseline of your organization's people, policies, practices, and performance (“the 4 P's”). You will gather diagnostic data to help clearly define your organization's current position or its “as is.” Step 1 for people and organizations calls for deeper understanding because it will help define potential priorities.

Step 2: DEI Imperatives

—At this juncture, you will determine priorities that are reflected by clearly defined objectives with associated and measurable goals or metrics. The range of objectives may vary dramatically from appreciating differences personally to managing conflict organizationally and far beyond. Establishing these imperatives—or your “to be”—will identify areas for deeper insights.

Step 3: DEI Insights

—During this step you will identify “what works”—such as promising and proven practices based on research, science, and the experience of expert practitioners—to avoid reinventing the wheel and optimizing the journey. These insights will lead to decisive actions.

Step 4: DEI Initiatives

—Here you will determine which DEI strategies, that is, activities and actions, are best for you to take. You will also determine which quantifiable measures are best for you and/or your organization to gauge progress. These actions will lead to desired outcomes.

Step 5: DEI Impact

—Finally, you will evaluate your results including outputs to gauge progress and outcomes to measure impact. Your outcomes will determine opportunities for greater understanding. By the time you arrive at Step 5, you will have the necessary ingredients to produce a dynamic and comprehensive personal DEI strategic plan for you and/or an organizational DEI strategic plan that is driven by data, defined via measures, metrics, and key performance indicators (KPIs), and designed to meet your needs. It will be replete with objectives, goals, strategies, and measures to gauge progress, evaluate results, demonstrate impact and engender accountability. You will then rinse and repeat the five‐step cycle of

Data‐Driven DEI

over and over again from Step 5 back to Step 1 by reassessing your baseline and reestablishing a new profile, because DEI is a journey and not a destination.

Conclusion

—A vision for the future of

Data‐Driven DEI

.

To assist in your DEI journey, visit www.datadrivendei.com to find additional information and various resources including an extensive and comprehensive list, or menu, of personal and organizational DEI measures, metrics, and key performance indicators (KPIs), promising and proven practices, and case studies, as well as downloadable templates for developing a personal DEI strategic plan, called the Crawl‐Walk‐Run Personal Action Plan, and an organizational DEI strategic plan.

Prepare yourself for the journey that lies ahead to move beyond your comfort zone into your growth zone. The work of DEI is not about seeking places of comfort, but rather about getting comfortable in places of discomfort. Get comfortable with being uncomfortable. Also know that discomfort and growth must coexist. You cannot have one without the other. I think of strengthening DEI like strengthening a muscle. For a muscle to get stronger, it must experience discomfort. Data‐Driven DEI is about strengthening your DEI muscle while leveraging data to achieve faster and better outcomes. Much as data has dramatically improved how athletes improve their outcomes on the playing field, data can dramatically improve how you improve your personal and organizational outcomes in life and at work. So, if you find yourself experiencing any discomfort along your journey, I encourage you to lean into the discomfort because that means you are strengthening your DEI muscle and growing into a better person today than yesterday. I firmly believe that is time very well spent, and I trust you will agree.

Notes

1.

https://deming.org/myth-if-you-cant-measure-it-you-cant-manage-it/

2.

  Homi Kharas, “The Emerging Middle Class in Developing Countries,” OECD Development Centre, working paper no. 285 (2010), p. 27,

http://www.oecd.org/dev/44457738.pdf

3.

https://cis.org/Report/One-Five-US-Residents-Speaks-Foreign-Language-Home-Record-618-million

4.

https://www.worldatlas.com/articles/the-fastest-growing-religions-in-the-world.html

5.

  Boston Consulting Group, “The Readiness Gap: Most Innovative Companies 2021” (2021), p. 1,

https://www.bcg.com/publications/2021/overcoming-the-readiness-gap

6.

  Ibid.

7.

https://www2.deloitte.com/content/dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-six-signature-traits-inclusive-leadership-020516.pdf

8.

https://www.glassdoor.com/employers/blog/diversity-inclusion-workplace-survey/

9.

https://www.nielsen.com/us/en/press-releases/2019/african-american-spending-power-demands-that-marketers-show-more-love-and-support-for-black-culture/

10.

https://www.changeboard.com/article-details/15981/keeping-diversity-and-inclusion-at-the-top-of-the-agenda/

11.

https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/creating-a-culture-of-belonging.html

12.

https://www.betterup.com/press/betterups-new-industry-leading-research-shows-companies-that-fail-at-belonging-lose-tens-of-millions-in-revenue

13.

https://www.forbes.com/sites/eriklarson/2017/09/21/new-research-diversity-inclusion-better-decision-making-at-work/?sh=2fe75a294cbf

14.

https://www.bcg.com/publications/2017/people-organization-leadership-talent-innovation-through-diversity-mix-that-matters

15.

 The Millennium Poll on Corporate Social Responsibility: Global Public Opinion on the Changing Role of Companies, Environics International Ltd.: December 1999,

https://globescan.com/wp-content/uploads/2018/01/GlobeScan_MillenniumPoll_1999_FullReport.pdf

16.

https://www.nielsen.com/us/en/press-releases/2019/african-american-spending-power-demands-that-marketers-show-more-love-and-support-for-black-culture/

17.

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters

(Exhibit 1).

18.

https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/why-diversity-matters

19.

 Chimamanda Ngozi Adichie,

We Should All Be Feminists

(Vintage Books, 2014), p. 46.

20.

https://www2.deloitte.com/us/en/insights/topics/talent/six-signature-traits-of-inclusive-leadership.html

21.

https://sph.umich.edu/pursuit/2018posts/social-relationship-diversity-important-in-aging-112118.html

22.

https://inclusive.princeton.edu/sites/inclusive/files/pu-report-diversity-outcomes.pdf

23.

https://www.forbes.com/sites/kourtneywhitehead/2019/06/27/why-building-diverse-friendships-improves-your-career/?sh=20084e126d21

24.

https://sph.umich.edu/pursuit/2018posts/social-relationship-diversity-important-in-aging-112118.html

25.

https://jbam.scholasticahq.com/api/v1/attachments/1962/download

26.

http://www.orgnet.com/MCO.html

27.

https://www.publiclandsalliance.org/what-we-do/jedi

28.

https://www.whitehouse.gov/briefing-room/presidential-actions/2021/06/25/executive-order-on-diversity-equity-inclusion-and-accessibility-in-the-federal-workforce/

STEP 0DEI Incentives—Self‐Reflect and Introspect

Get comfortable with being uncomfortable.

Organizations don't change. People change.

Data‐Driven DEI—Step 0: DEI Incentives

Your journey begins with the foundational Step 0: DEI Incentives, which calls for self‐reflection and introspection. The basic definition of an incentive is something that motivates or drives a person to do something or behave in a certain way. By the end of this step, you will identify the DEI incentives that motivate or drive the pursuit of DEI for you and/or your organization.

I begin this chapter by introducing a framework—dimensions of personal transformation—that sets the stage for understanding, exploring, and identifying your personal DEI incentives. This first half of the Step 0: DEI Incentives culminates with the development of a personal DEI mission and vision. The second half of Step 0: DEI Incentives expands upon the dimensions of personal transformation to introduce dimensions of organizational transformation. This similarly sets the stage to clarify your organizational DEI incentives and culminates with the development of an organizational DEI mission and vision. The reason it is important to understand these concepts at the onset of our journey is because I will reference or build upon them throughout the book.

Dimensions of Personal Transformation

The dimensions of personal transformation can help you to understand all of the things that make you … you. More specifically, I am referring to your personal identity, mission, vision, beliefs, values, preferences, competences and, ultimately, behaviors.

To explain the dimensions of personal transformation, I use the analogy of an iceberg in Figure 0.1. Much as an iceberg is comprised of what is visible (above the waterline), and invisible (below the water line), you are comprised of aspects that are largely visible to other people and aspects that are largely invisible to other people. Whereas 90% of an iceberg lies below the waterline, much of what makes you who you are is unseen and not directly observable. These are the internal dimensions of personal transformation, which can be found at the bottom of the figure:

Identity

defines who you are; it grounds you like an anchor. It is the story you tell yourself about yourself. It represents the personal characteristics you hold dearest and would not want to give up. Said differently, this dimension speaks to how you identify with respect to race, ethnicity, gender, sexual orientation, religion, marital status, parental status, physical ability, organizational classification, and more. For example, you could identify as a Latina, female, heterosexual, Christian, wife, mother, able‐bodied, social worker.

Mission

or

purpose

defines where you're going and your reason for being; they guide you like a compass. Mission and purpose represent what you are meant to accomplish and what you are called to do with your life. For example, your purpose could be to educate students, maximize their potential, and prepare them to be responsible adults who make a positive difference in the world. Author Mark Twain once said, “The two most important days of your life are the day you were born and the day you find out why.”

FIGURE 0.1 Dimensions of Personal Transformation

Vision

describes where you ultimately see yourself; the picture you paint of your future. For example, you could envision yourself as a bridge builder between cultural communities that would otherwise be disconnected or you could envision yourself as a socially responsible corporate executive and inclusive servant‐leader who upholds the ideals of people, planet, and prosperity.

Beliefs

are ideas you hold to be true. Experiences naturally generate thoughts and ideas. When we build up enough experiences in support of (or in contradiction to) a thought, those thoughts become beliefs. Two people could experience the same events that lead to the same thoughts, but it is their beliefs that can lead them to dramatically different actions and outcomes. For example, imagine that two people review the same resume of a new majority candidate in accounting. If one person believes that new majorities are as capable in accounting as any other group while the other believes that new majorities are incapable in accounting when compared to other groups, it could lead to dramatically different actions and outcomes. An example of an empowering belief is that a more diverse, equitable, and inclusive world is a better world.

Values

are the sum of beliefs—basic and fundamental practices about what is desirable, worthwhile, and important to you—that define what drives you. Values also define how you desire to conduct yourself while fulfilling your mission along the path to achieving your vision. For example, love, service, honesty, integrity, kindness, fairness, and equity are values. Two closely related concepts are wants and needs.

Wants

are desires, something unnecessary but desired or items that increase the quality of living.

Needs