Früher bestand DEI Führung vor allem darin, „den Ton von oben“ vorzugeben. In einem zunehmend komplexen – und polarisierten – Umfeld sehen wir einen breiteren Bedarf. Andererseits bringt ein allzu “persönlich“ geprägtes Engagement für DEI unerwünschte Nebeneffekte mit sich. (Alle) Führungskräfte sollten daher folgendes tun.
Standing up for your case has a long tradition in Diversity. Today, media amplify various forms of activism and DE&I is increasingly perceived as a personalised or political form of engagement – rather than a future-oriented way of supporting organisational priorities. Read about unwanted side-effects of this. DE&I 2023 Trilogy (part 2) The roots of […]
Should the definition of Diversity include people that explicitly reject some aspects of DE&I? Or should Inclusion demand reciprocity from everyone who requests to be valued and heard? Or do both Diversity and Inclusion have to be all-encompassing? What may sound like a no-brainer turns out to unfold as a deep ideological divide, which has […]
Are numerous likes from followers indicative of valuable, inspiring content? Do many participants illustrate the impact of a D&I initiative? Is positive feedback at a DEI meeting confirming your DEI strategy design? As a critical D&I engineer, I see a need to look at different DEI target groups and related objectives in the first place. […]
Both Diversity activists and rationalists have been relentlessly exploring and explaining the need to overcome monocultures – particularly in today’s complex business contexts. What began as a joint effort has become – at times – a fight over narratives, followers and the prerogative of interpretation. Less divisiveness and polarisation – even within DEI – is […]
From systemic change to moving the needle: D&I proclaims change. However, celebrations and C-level support are not enough to generate progress. And sometimes, fake change is the issue.
Solidarity everywhere and an incredible boost of flexible working. Many believe that covid-19 causes the long-awaited transformation at work and that key people will feel differently about individual work arrangements in the future. This may be wishful thinking…
Women are simply not as competitive as men – that’s one of the beliefs that are as wide-spread as over-simplified, and not even proven. Contextualised insight, however, provides learning for D&I and HR.
Eine erneute Auswertung von Eurobarometer-Daten durch die OECD zeigt eine Erwartungshaltung der europäischen Öffentlichkeit, dass sich Zuwanderer an ihre zukünftigen Heimatländer anpassen sollten. Dieses Verständnis von „Integration“ birgt Konsequenzen für D&I, wie dieser Beitrag zeigt.
Die ehemalige britische First Lady, Cherie Blair, sagte im Fernsehen, dass Vorbilder „wichtig“ seien und dass es „keine Rolle“ spiele, ob eine Frau den nächsten Labour-Vorsitz übernehme – denn Alibivorbilder seien „etwas sehr negatives“. Erfahren Sie, wie das Dilemma gelöst werden kann…
