Yesterday, the International Women’s Day, was a day of many great posts and discussions on diversity, with a pronounced focus on gender, of course. And I agree: this is a super important topic. If we are able to reduce bias and increase real inclusion in relation to gender, we’re already well on our way and should be able to do the same on other “lines of division”, as well. My personal top-of-mind is the “generations divide”, a hot issue among executives.
The global and hotly debated discussion about Diversity & Inclusion is still in its early phases and does not yet often address the real potential in embracing, seeking out, and activating our differences.
What becomes possible with a new level of thinking is an opening to the collective mind, diversity of insight, vast knowledge, and experience of wildly different people to challenge the status quo, help each other expand our thinking, and devise radically new solutions and new ways forward.
Much like in nature, diversity in the workplace ensures health, sustainability, and growth.
However, the real value in diversity does not unfold until we are able to truly understand, and accept, that other approaches and worldviews, regardless of sex, color, professional background, age etc., contribute positively to the organization and its stakeholders.
This is a necessary starting point for real inclusion.
But opposing worldviews and viewpoints are a rich source of tension, conflict, and friction – and most of us would prefer no tension. Also, understanding others can be time consuming; we humans are complex by nature and the more complex the issue, the more process time.
So real inclusion is a massive challenge for most of us, even when we mean well.
In my book “ALIGN”, I share some ideas about how to navigate tension, understand opposing worldviews, and create the basis for real inclusion.
Download a free copy of a key chapter – about alignment, worldviews and friction – here: