The Human Case for Organizational Transformation

The Diversity, Equity, & Inclusion (DEI) landscape has changed. 

In the midst of 2020’s “Racial Reckoning”, attention on DEI, and “being anti-racist” reached a fever pitch—a shift so seismic that the mere thought of “going back to business as usual” seemed impossible. But as Newton’s Third Law reminds us, “For every action, there is an equal and opposite reaction.”

Fast-forward four years from the murder of George Floyd, and the “equal and opposite” reaction is in full effect. 

First, there was the overturning of Affirmative Action (which, though imperfect, did create intentional points of access for people who may not have experienced it). Then came the cacophony of prominent voices vociferously opposing DEI. Sentiments like “DEI must DIE” and “DEI is discriminatory” took hold of  the headlines, sending advocates and adversaries hollering in their hyper-polarized echo chambers. 

Author’s note: This pendulum swing is entirely predictable. It’s a tale as old as time: a movement advances social justice and racial equity in a way that inherently challenges the status quo. Those who benefit from the status quo then cling to power by demonizing and dehumanizing any “opposing force”. Rinse and repeat.

In the midst of this cultural chasm, DEI is facing a bit of an identity crisis. Do we try to harness the energy of 2020 or let all things DEI fade away in the face of subversive backlash?

I would posit the answer is neither.

One of the primary limitations I observed in the most recent DEI movement was the fact that much of the energy was focused on deconstructing; on being “anti-this” and “opposed to that”. 

To be clear, I do believe some elements of the “deconstruction phase” are necessary. Oppressive and dehumanizing systems need to be challenged and dismantled in order to make way for a new frontier. However, amidst the deconstruction, my question remains the same: What are we creating? What are we building? What is all this “DEI” work for, anyway? 

In response to these questions, some would try to make “the business case for DEI”. For me, this platitude is as tired as the CDO’s (Chief Diversity Officers) who were frantically hired in 2020 and expected to transform their organization with little to no budget, staff, or executive buy-in.

Others would try to make the “moral case” for DEI and suggest that “it’s just the right thing to do.” While this approach may have more merit, it doesn’t always garner the substance and strategic momentum  that true transformation requires. Instead, it often leads to performative or short-sighted gestures rooted in shame alleviation. 

Frankly, both the business case and moral case have lost stickiness – in large part due to organizational ineptitude, ineffectiveness, and insincerity when implementing DEI through either lens. 

So what case will effectively revive forward movement in the face of the two prior cases that are buckling under the pressure of collective apathy?  I believe the answer is found in the most common denominator shared between us all, regardless of which side of the increasing divide you stand on: We need a human case.  

Research shows that demographics in the world are shifting. 

Did you know that…

• People of Color are predicted to make up the majority of the US population by 2050 
• 23% of Gen Z identifies as trans or nonbinary 
• 15-20% of the US population is neurodivergent 
• 13% of the population has a disability

These trends highlight shifts in employees and consumers across the country. These changes will challenge organizations to find new and intentional ways to connect with employees and customers alike. Based on our research, many organizations are already struggling.

The 2023 Experiential Belonging Report concluded that Belonging is felt MOST by white male employees and white managers and felt LEAST by Black employees, Asian American (AAPI) female employees, Trans employees, and managers of color. Additionally, managers of color are still feeling apprehensive about voicing their perspectives, with 50% fearing repercussions when sharing dissenting opinions. These findings underscore the importance of prioritizing the human experience at work. 

For organizations looking to take the first step, questions like: “Who are our systems and processes designed for?”; “Who gets access to growth and development opportunities?”; and ultimately, “Who is empowered to be successful here?” are a great place to start. 

At The Courage Collective, we’ve evolved our services to both meet this moment and broaden our aperture to meet the needs of an ever-evolving workforce. People are eager to work with organizational leaders who see the need to bring the human experience back into focus (across all business functions including products, services, strategy, and most importantly, the employee experience). 

Our new offerings include:

• Strategic consulting practice: TCC partners with its clients to co-create strategic solutions that drive measurable and meaningful change in people, products, and services through an inclusive lens.
• Inclusive design: By elevating human stories, TCC designs services and experiences that help people feel seen, heard, and reach their fullest potential.
• People Development: TCC invites people to unearth, unlock, and unleash their magic. Through generative experiences, they guide courageous professionals towards rediscovering their authentic selves and improving their sphere of influence.

 

Instead of rejecting the now “hyper-politicized” acronym, what if organizations actually prioritized the human-experience and created cultures where people’s uniqueness was recognized, affirmed and valued?

Will organizations continue to do what’s on trend? Or transcend and create the kind of culture that embraces and empowers the shifting demographics of the world?  Workplaces that prioritize the human experience  will be well positioned to advance into a better and brighter future. That’s the opportunity in front of us.

The world is evolving. The way you work should, too.