STEP 3
DEI Insights—Identify “What Works”
What's fair is not equal and what's equal is not fair.
Equity is giving people what they need.
Data‐Driven DEI—Step 3: DEI Insights
T here is something very powerful about learning from the experience of others. It's been said many times and many ways by many people:
- “Where there are experts there will be no lack of learners.”—Swahili proverb
- “Don't reinvent the wheel, just realign it.”—Anthony J. D'Angelo
- “The shortest distance between two points is a straight line.”—Archimedes
- “Learn from the mistakes of others. You can't live long enough to make them all yourself.”—Eleanor Roosevelt
- “One thing you can't recycle is wasted time.”—Taiichi Ohno
Before you determine your DEI strategies and measures in Step 4: DEI Initiatives, you will greatly benefit from taking the time to see what has worked in other contexts that might work for you and/or your organization. The benefits are as numerous as the above quotations:
- Leverage research, science, and the experience of others who have “been there, done that, and got the T‐shirt.”
- Take advantage of the work others have done to create solid wheels.
- Optimize your path and accelerate your progress.
- Learn from the successes and mistakes of others.
- Save yourself time, energy, and effort.
This leads us to the idea of a “What Works” model, which is a core idea for Step 3: DEI Insights.
What Are “What Works” Models?
An insight is a deep understanding of a person or thing. A DEI insight is a deep understanding of a concept, technique, tool, model, methodology, or approach for improving DEI. More succinctly, a DEI insight is encapsulated in a “What Works” model.
Simply defined, “What Works” models have caused an improvement in DEI for another person or organization and have a likelihood of causing an improvement for you or your organization. Think of an archer trying to aim the bow and arrow at a target. If you are the archer holding the bow and arrow and your target is improving DEI, then a “What Works” model improves your aim and increases your likelihood of hitting the center of the target. Here are more formal definitions:
- A “What Works” model for people defines a concept, technique, technology, tool, model, methodology, or approach that has been reasonably (i.e., a promising practice) or reliably (i.e., a proven practice) found to be effective in expanding personal preferences and/or building personal competences leading to improved DEI based on research, science, and/or the experience of expert practitioners. For example, a “What Works” could include coaching for behavioral change, a toolkit that helps prepare you for courageous conversations, or a competence model for inclusive leadership.
- A “What Works” model for organizations defines a concept, technique, technology, tool, model, methodology, or approach that has been reasonably (i.e., a promising practice) or reliably (i.e., a proven practice) found to be effective in enhancing people experiences, management practices, and/or organizational policies leading to improved DEI based on research, science, and/or the experience of expert practitioners. For example, a “What Works” model could include people experiences such as Virtual Reality or ERGs; management practices such as mentorship and sponsorship; and organizational policies such as inclusive recruiting and hiring.
One definition of equity is giving people what they need. Equity is about understanding what works, for whom, and under what circumstances. “What Works” models can promote equity by giving people what they need to maximize their likelihood of improving DEI.
Here in Step 3: DEI Insights you will be introduced to several “What Works” models for people and for organizations, but they are not meant to be applied in a cookie cutter fashion. The “What Works” models outlined in this step are all flexible and must be adapted to your unique personal and/or organizational DEI journey. To be clear: While each model is based on research, science, and/or the experience of expert practitioners, they are all practical and have been embraced by people and organizations alike.
What follows are overviews and profiles of “What Works” models for people and organizations. Before we fully embark upon our exploration into what works for people and organizations, one point must be made at the onset: Above all else, what works for people is a personal commitment, incentives, resources, and accountability, and what works for organizations is leadership commitment, incentives, resources, and accountability. All the things we discussed in Step 0: DEI Incentives with respect to self‐reflection and introspection, intrinsic and extrinsic incentives, and holding yourself and others accountable are paramount. Without these elements, all of what remains to be discussed is moot.
“What Works” Models for People
First, we will look at “What Works” models for people, which are summarized in Table 3.1. The list is by no means exhaustive, but rather, illustrative of the models that are available.
TABLE 3.1 “What Works” Models for People
| “What Works” Model | Lead Developer/Vendor | Brief Description |
|---|---|---|
| Coaching | Various including:
| Professional DEI coaching services include personalized, one‐on‐one support to help people stretch their DEI preferences, build their DEI competences, develop diverse relationships, overcome challenges, accelerate cross‐cultural development, improve dialogue and communication, facilitate inclusive behavioral change, actively foster equity, and achieve DEI objectives. |
| Intrinsic Inclusion™ | Dr. Janet Reid and Mr. Vincent Brown www.intrinsicinclusion.com | Four “inclusion accelerators”—Shared Trust, Significant Emotional Relationship/Event, Connected Understanding, and Respectful Empathy—define competences for intrinsically inclusive behaviors. |
| The Inclusion Habit™ | Dr. Amanda Felkey www.theinclusionhabit.com | An incentive‐based inclusion solution that helps individuals change behaviors and habits to be more inclusive via Microcommitments (small daily actions, to which users make commitment), social accountability, and community building. |
| Through My Eyes™ Virtual Reality (VR) Immersions | Steve Mahaley, Red Fern, and Dr. Randal Pinkett, BCT Partners www.throughmyeyesvr.com | A library of 360° video‐based immersions that puts people in actual situations (i.e., real people, not avatars) where they have to confront some of their own obvious or implicit biases. |
| The Whole Brain® Thinking Model | Ned Herrmann, Herrmann International www.thinkherrmann.com | A time‐tested framework to decode and harness the cognitive diversity of individuals, teams, and organizations. |
| The Ally Conversation Toolkit (ACT) and the RACE Method for Antiracism | Dr. David Campt and Allison Mahaley, The Dialogue Company thedialoguecompany.com | ACT helps antiracism allies learn how to have more effective conversations with people who think racism is not real. The RACE Method—Reflect, Ask, Connect, Expand—represents steps that an ally should take before and during authentic conversations about race. |
| The Six Signature Traits of an Inclusive Leader | Bernadette Dillon and Juliet Bourk, Deloitte www2.deloitte.com/ us/en/insights/topics/talent/ six-signature-traits-of-inclusive-leadership.html | Specific capabilities—Cognizance of Bias, Curiosity, Cultural Intelligence, Collaboration, Commitment and Courage—for becoming an inclusive leader. |
| Are You Ready to Talk? Toolkit for Discussions about Difference | Stanford Center for Social Psychological Answers to Real‐World Questions (Stanford SPARQ) sparqtools.org/areyoureadytotalk/ | A toolkit made up of exercises for people to have or lead a conversation about different identities, experiences, or viewpoints. |
| IDI Guided Development® | Dr. Mitchell R. Hammer, IDI www.idiinventory.com | A proprietary, proven approach for designing training and other interventions that substantially increases intercultural competence for groups and organizations based on IDI® profile results. |
| The Bias Progress Model | Pamela Fuller and Mark Murphy with Ann Chow and Franklin Covey www.franklincovey.com/unconscious-bias-book/ | Four parts help move beyond awareness of unconscious bias to specific action: (1) identify bias, (2) cultivate connection, (3) choose courage, and (4) apply across the talent lifecycle. |
| Intercultural Conflict Style® (ICS®) Model | Dr. Mitchell R. Hammer, ICS www.icsinventory.com | The innovative, four‐quadrant ICS model provides a roadmap to how people use specific culturally grounded strategies for communicating ideas, resolving disagreements, and dealing with emotional upset. |
| Emotional Intelligence (emotional quotient or EQ) | John Mayer, Peter Salovey, Daniel Goleman, and Dr. Reuven Bar‐Onwww.eiconsortium.org | The ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict.1 |
| Mentorship and Sponsorship | N/A | Mentors and sponsors are invaluable to both career support and psychosocial support, which can lead to several benefits for the mentees, mentors, and the organization including career outcomes, employee engagement, commitment, retention, and inclusion. |
“What Works” Models for Organizations
The “What Works” models that were just introduced for people can be used by anyone for their personal and/or professional DEI journey, which includes both inside and outside of an organizational context. We now shift our attention to “What Works” models specifically for organizations, with a reminder of my earlier remarks that what ultimately works for organizations is leadership commitment, incentives, resources, and accountability. Along these lines, there are a growing number of DEI initiatives that have sought to formalize commitments from leaders and organizations. Here are just a few examples:
- CEO Action for Diversity & Inclusion™ (www.ceoaction.com)—CEO Action for Diversity & Inclusion™ is the largest CEO‐driven business commitment to advance diversity and inclusion in the workplace. More than 2,200 CEOs and presidents have made pledges to support a more inclusive workplace for employees, communities, and society at large.
- CEO Action for Racial Equity (www.ceoaction.com/racial-equity)—The CEO Action for Racial Equity Fellowship is a first‐of‐its‐kind, business‐led initiative that mobilizes CEO Action for Diversity & Inclusion™ signatory organizations to advance policy change at the federal, state, and local levels. The mission is to identify, develop, and promote scalable and sustainable public policies and corporate engagement strategies that will advance racial equity, address social injustice, and improve societal well‐being.
- Institute for Diversity and Health Equity (IFDHE) of the American Hospital Association's (AHA) #123ForEquity (ifdhe.aha.org/123forequity)—To accelerate progress on eliminating health and health care disparities in America's hospitals and health systems, the AHA launched its #123forEquity pledge campaign in 2015. It asks hospital and health system leaders to make a pledge to increase the collection and use of race, ethnicity, language preference, and other sociodemographic data, increase cultural competency training, increase diversity in leadership and governance, and improve and strengthen community partnerships. More than 1,705 hospitals and health systems have made the pledge thus far.
- The Fifteen Percent Pledge (15percentpledge.org)—The Fifteen Percent Pledge is a call to action for major retailers and corporations to create sustainable and supportive ecosystems for Black‐owned businesses to succeed. The Fifteen Percent Pledge works with companies to comprehensively reevaluate their organizational structures, ways of working, funding, and resourcing in order to implement meaningful change and create greater equity for Black businesses.
These and other industry‐ and sector‐wide initiatives can be helpful not only in galvanizing the support of leaders, but also in addressing institutional and systemic DEI and racial equity issues that are not particular to any one organization.
Table 3.2 summarizes “What Works” models for organizations. Once again, the list is by no means exhaustive, but rather, illustrative of the models that are available.
In the next Step 4: DEI Initiatives, not only will you determine which specific DEI strategies to pursue along with associated DEI measures, but you will also receive guidance on how to choose the right “What Works” model to suit your personal and/or organizational needs.
TABLE 3.2 “What Works” Models for Organizations
| “What Works” Model | Lead Developer/Vendor | Brief Description |
|---|---|---|
| Inclusive Recruiting and Hiring | N/A | Inclusive recruiting and hiring refers to a broad range of strategies to cast a wide net and engender fairness in recruiting and hiring processes including job postings, outreach, screening, and interviewing. |
| Employee Resource Groups (ERGs) | N/A | Groups of employees in an organization formed to act as a resource for both members and the organization.2 |
| Human‐Centered Behavior Change Experience: The Rali Platform and Learn‐Do‐Inspire Methodology | Larry Mohl, founder and chief transformation officer and Rich Cannon, CEO, Rali www.getrali.com | Rali's Change Experience Platform (CxP) provides an integrated suite of methods and features all designed to drive group‐based behavior change that shapes culture and results in organizational impact at a large scale. |
| Scenario‐based Microlearning | N/A | Addresses the “holy trinity” of skills that every person must be adept in for personal and organizational productivity: hard skills (subject‐specific skills and abilities), soft skills (people and interpersonal skills), and situational awareness (understanding how decisions impact the present and the future). |
| High Performance Learning Journeys® (HPLJ) and the Promote® Learning Transfer Platform | Dr. Robert O. Brinkerhoff, Promote International www.hplj.org/ and www.promoteint.com | HPLJ is an instructional design approach that puts emphasis on targeted application of learning to bring about performance improvement and business impact. Promote® is a learning transfer platform that enables you to design and execute HPLJs. |
| Global Diversity, Equity & Inclusion Benchmarks (GDEIB) | Nene Molefi, Julie O'Mara, and Alan Richter, PhD and 112 expert panelists, The Centre for Global Inclusion www.centreforglobalinclusion.org | A free guidebook with a supporting suite of tools to assess the current state of your organization or department on each of four primary processes and 15 concrete actions. |
| Racial Equity Action Plans and Toolkit | Government Alliance for Racial Equity (GARE) www.racialequityalliance.org/resources/ | Racial Equity Action Plans and Tools can put a theory of change into action to achieve a collective vision of racial equity. |
| Equitable Analytics™ with Precision Modeling | Peter York, principal and chief data scientist, BCT Partners www.equitableanalytics.com | A disruptive approach that uses Precision Modeling and machine learning to more precisely identify what types of DEI programming, treatments, and/or interventions are most likely to work and for whom. |
| The Equitable Impact Platform™ (EquIP™) | Peter York, principal and chief data scientist, BCT Partners www.equitableimpact.com | A big data platform built to assess, evaluate, and study the interrelationship between diversity, inclusiveness, community well‐being, and equity in communities (see Figure 5.17 for a map generated by EquIP™). |
| Supplier Diversity Benchmark Framework | supplier.io, MSDUK, and Accenture www.supplier.io | A useful framework for evaluating and benchmarking a supplier diversity program. |
Notes
- 1. Definition from HelpGuide.org.
- 2. M.M Kaplan, E. Sabin, and S. Smaller‐Swift, “The Catalyst Guide to Employee Resource Groups, 1‐Introduction to ERGs” (2009), www.catalyst.org/knowledge/catalyst-guide-employee-resource-groups-1-introduction-ergs (accessed January 7, 2015).