Diversity, Diversity, Diversity: What Differences Are in Your Organization?
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.
Why I Focus on Gender Diversity
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.
We NEED Difference! A Lesson from Turkey
I recently traveled to Turkey and saw a living (actually NOT living) example of how importance diversity is. At the formation of the country of Turkey, there was a “population exchange” between Greece and Turkey. Christians were sent to Greece; Muslims were sent to Turkey. Christians and Muslims had lived peacefully together for generations. Towns lost the diversity in their populations. And, as a result, towns died. Difference works! It does not work to eliminate difference. The town of Kayakoy is a memorial to the importance of difference.
To avoid stereotyping, I use a prototype named Fran to describe feminine approaches to work and a prototype named Max to represent masculine approaches. All of us are both Fran and Max; we are “Frax.” A person who understands and appreciates both approaches can be “Frax-wise. in the sphere of personal effectiveness, a Frax-wise individual can shift his or her approach depending on the circumstance. In the sphere of relationships — working with and leading others — being Frax-wise enables one to appreciate and leverage difference, increasing engagement. In the sphere of organization, Frax-wise leaders understand how differences in Fran and Max create obstacles to gender diversity — and eliminate them.