Organizational diversity exists when there are different “cultural profiles” within the organization. “Culture” refers to values and ways of a certain geography; there are “subsets of culture” and many combinations of these subsets. I provide an instrument that demonstrates the many kinds of difference. Use it to assess your person cultural profile, which profiles are dominant in your organization and the level of organizational diversity. The assessment helps you consider who is “different” from those in power or in the majority. It can help you see what needs to be done to leverage the benefits of diversity — to create an inclusive culture with deep and broad engagement.
Unconscious and invisible “mind-sets” explain the obstacles for women aspiring to business leadership. They explain why we still do not have gender diversity at the top. Unconscious mental images of how leaders look and act can create barriers for those who do not “look the part.” Leaders who are aware of this natural tendency can stop automatic thinking and look at a person’s results rather than whether they fit the image. Those affected by unconscious images can avoid violating norms of appearance at work; be sure the boss knows their skills and results; and collaborate with others to talk about successes.
This — unconscious images — is the third invisible “mind-set” that creates obstacles for women in business. Others are the comfort principle and the double bind. We all have pictures of how things look. If we have unconscious images of leadership and success, they can influence who gets good assignments and promotions. Someone who fits our image (“looks the part”) is more likely to come to mind. One who looks or works or leads differently may be overlooked. Or we may focus on how they work instead of their res
Why do I focus on a specific form of diversity (gender or generational differences at work) rather than more broadly on diversity and inclusion? I take an inductive approach, believing that awareness of the value of one form of difference can be applied to other forms of difference. Why not start with the largest group under-represented at leadership levels (women)? As a white woman, I have more credibility on the issue of women in business than on race or sexual orientation. We have lots of opportunity to practice on gender differences. I want both masculine and feminine strengths applied to solving the big issues facing the world; having a balance of men and women makes that more likely. That’s why.