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Diversity And Inclusion

The 3 Types of Diversity That Shape Our Identities by Celia de Anca and Salvador Aragón

May 24, 2018

Summary.   

Dorling Kindersley/Getty Images

Diversity means different things to different people. A study of 180 Spanish

corporate managers explored perceptions of diversity and found that depending on who is

answering, diversity usually means one of three things: demographic diversity (our…

Diversity means different things to different people. In a study of 180

Spanish corporate managers, we explored perceptions of diversity and

found that depending on who is answering, diversity usually means one

of three things: demographic diversity (our gender, race, sexual

orientation, and so on), experiential diversity (our affinities, hobbies,

and abilities), and cognitive diversity (how we approach problems and

think about things). All three types shape identity — or rather,

identities.

Demographic diversity is tied to our identities of origin — characteristics

that classify us at birth and that we will carry around for the rest of our

lives. Experiential diversity is based on life experiences that shape our

emotional universe. Affinity bonds us to people with whom we share

some of our likes and dislikes, building emotional communities.

Experiential diversity influences we might call identities of growth.

Cognitive diversity makes us look for other minds to complement our

thinking: what we might call identities of aspiration.

It is important to remember that categories only serve the purpose of

classification; in the real world, differences between these categories are

blurred. Diversity is dynamic. But we believe this diversity framework,

though somewhat artificial (as all frameworks are) can be useful to

companies who are trying to refresh their approach to managing

diversity. What kind of diversity does your company focus on? Could

you benefit from broadening your perspective? Let’s take a closer look at

each in turn.

Managing identities of origin. Since the 1980s, most global companies

have developed diversity and inclusion policies led by human resources.

The most frequent include: assessment tools (climate surveys, statistics

monitoring, minority targets), human resources programs (flexible

policies, mentoring or coaching), communication campaigns, and

training programs.

Consider Sodexho. In 2002 the company hired a chief diversity officer,

Anand Rohini, to make diversity a priority. Some of the diversity

priorities at Sodexho focused on gender, ethnicity, disabilities, and age.

Its diversity strategy included a series of systems and processes covering

human resources policies (such as flexibility measures, training,

selection processes and career services); diversity scorecards; and

quantitative targets, mainly regarding numbers of women and

minorities, not only in the organization in general but also in leadership

positions. By 2005 Sodexho was widely recognized as a diversity

champion. For more than a decade it has been consistently ranked

among the best of the DiversityInc top 50 list, and Anand Rohini has

been widely recognized as a global diversity champion.

For Sodexho and other companies taking a similar approach, the result

is an enhanced company image and reputation. Talented individuals in

general, but from minorities in particular, select companies in which

they expect to feel appreciated.

Managing identities of growth. Identities of growth often provide us

with a feeling of security. Our likes and dislikes change over time, and so

our affinity groups change. Identities of growth dictate who we spend

time with.

Many companies have developed friendship-based communities among

employees, typically organizing activities such as weekends away,

departmental Christmas parties, and so on, in a bid to create emotional

ties between workers and the company. But because emotional

communities are held together as much by the likes as by the dislikes of

members, they can be unpredictable and difficult to manage in the long

term. As a result, these emotional communities can sometimes work to

the benefit of organizations, but they can just as often end up having the

opposite effect, particularly when people share a dislike for certain

policies, a particular boss, or for what they consider to be an unfair

situation.

Our research suggests that the best policy for dealing with communities

of growth is through minimum intervention. Emotional communities

will emerge in organizations, whether management likes it or not, and

will have a life of their own. For that reason it is best to take a neutral

position. Creating affinity groups is positive for the company. But these

groups should always be voluntary and develop at their own pace,

without management interference.

Managing identities of aspiration. Our cognitive differences find their

place in a community of aspiration. In those communities, we are

valued for our unique way of understanding and interpreting the world.

A community of aspiration is a space where our ideas are valued for

their contribution to a common project, regardless of our different traits

or individual likes or dislikes.

Innovative organizations are shifting from managing units to managing

challenges or projects, asking employees to voluntarily join projects,

creating structures where employees can move out of their comfort

zones to join temporary communities of aspiration that strengthen

cross-organizational ties and help the company achieve its strategic

goals.

Corporate experience shows that the most effective strategy for

companies to manage communities of aspiration is to create the

contexts and the projects for them to emerge.

Valve Corporation, a video game developer, has defined a unique

corporate structure with no bosses or managers at all. Each member of

the company is invited to define their contribution to the company

according to their choices and preferences. A highly talented developer

specialized in graphics animation might choose to work on a game by

assuming a “group contributor role,” becoming part of the group

developing that game. After finishing this “group contribution,” the

same person might choose to work in a more individualistic fashion on

the next task. This “free to choose” approach is mirrored in the firm’s

office design. Valve offices incorporate wheeled desks to foster mobility

and allow the fast configuration and reconfiguration of groups as well as

individual work.

Understanding multiple types of diversity is particularly relevant in our

tribal times. Individuals now construct identities consciously. We want

to play with a multiplicity of identities and use them in as many

different roles as their different affiliations allow.

We live in complex times, when complex solutions are need it and where

a one solution for all approach no longer works. Each form of diversity is

different and requires its own management strategy to effectively

integrate people. Diversity is a journey and, like any journey, requires

careful navigation.

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