The “AND” Solution to Diversity

By Virginia Bianco-Mathis, Professor and Director, School of Business, Marymount University and Managing
Partner, Strategic Performance Group, vmathis@marymount.edu

Those of us who study and practice the underlying tools of human behavior within business, are familiar
with the following continuum:

Beliefs Behavior Results

Let’s take an example. A certain manager might exhibit behaviors that the business world might label as
being prejudiced, disrespectful, insulting, or downright discriminatory against people of certain
backgrounds, skin color, sexual orientation, or area of origin. In turn, we could expect the recipients of
such treatment to be less productive, disengaged, and fearful. Furthermore, we can guess that the
underlying belief system that causes a manager to act in such an unprofessional and inhuman manner to
be based on a variety of previous experiences, ranging anywhere from how and where he was raised, to
lack of skill in dealing with different cultures, to personal insecurities that lead to outward violence and
hate.

As pointed out in the July-August 2016 HBR issue, managing and utilizing the positive attributes of
diversity is something that society, federal laws, and company handbooks have addressed in a variety of
ways. The classic intervention is to publish policy statements prohibiting any discrimination or “hostile
work environments” because it is against the law, leads to bad business, and destroys teams. This is
further reinforced through yearly “diversity training.” As a practitioner, I have found such training very
humorous. Somehow a two-hour diversity workshop is supposed to transform all attendees into open-
minded and loving people who leave the workshop singing kumbaya. Years of conditioning is erased.
People are hitting their heads and saying, “My gosh! Why didn’t I think of that? Of course I need to treat
everyone respectfully. Why didn’t I think of that?”

As sociologists at Harvard University and Tel Aviv University discovered (The Washington Post,
McGregor, July 5, 2016), mandatory training is not effective and, in fact, can actually backfire. Evidently,
the “mandatory” nature of the training causes resentment and less diversity hiring. Now, I personally do
not see how an increase in diverse hires (something these researchers used as a significant measure) is a
logical outcome of a diversity training course. Such courses are not written to teach attendees how to
hire a diverse workforce. The most that diversity training can do is raise awareness. Period. At best,
attendees might leave with an appreciation that there are benefits to a diverse workforce,
communication techniques are necessary to manage conflict, exhibiting anti-diversity behaviors is
against company policy and the law, and certain professional behaviors are required on the job no
matter what you believe. That’s it. Basically, diversity training falls into the “spray and pray” category of
education.

Thus, as the sociologists found—and my own experience has verified—the solution must be an “AND”
solution. Yes, first, there needs to be a forum that communicates the policy, laws, and acceptable
behaviors for a supportive work environment—basically, an “awareness” session that is mandatory.
Folks must know the rules of the game, just as they need to know the holidays they get off, the benefits
they can sign up for, and how they might be fired if they bring a gun to work. AND THEN if there is to be
real behavior change, multiple infrastructures must bombard the environment, geared directly to the
desired behaviors. Over time and through the pressure of socialization with colleagues and role models,
there will first be a change in behavior, and then slowly, beliefs will follow. A sample of proven
interventions:

--Discussion and skill building forums where attendees can share stories, practice mindful
communication techniques, and become familiar with a wide-range of people.

--Special workshops (not mandatory) on working successfully within a diverse workforce and mastering
professionalism in the workplace—with on-the-job practice assignments

--A variety of diversity forums (lectures, presentations, streaming videos) to socialize the work
environment

--Appraisals that measure leaders, managers, and staff in the application of conflict resolution and
communication techniques, that in turn foster supportive team work with people of varying styles,
attitudes, and beliefs

--Proactive hiring practices that actively source, orient, and support qualified people from diverse
backgrounds

--Coaches who work with individuals or teams that require special assistance in handling interactions
with diverse people.

--The formation of mixed teams that brainstorm strategy on how to infiltrate diverse client
populations—and tie the successful management of diversity to the bottom-line.

--The establishment of diversity task forces and even a diversity department/manager who keep the
agenda alive and constant

Thus, like any other change in our lives, the message must come from different angles AND in different
ways before we “get it.” What interventions have you found effective in managing diversity?