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With that, here are three starting points for activating DEI in your organization: <\/p>\n\n\n\n
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- Provide the tools<\/a> <\/li>\n\n\n\n
- Normalize feedback <\/a><\/li>\n\n\n\n
- Evaluate and Reevaluate<\/a> <\/li>\n<\/ol>\n\n\n\n
1. Provide the tools <\/h2>\n\n\n\n
Offer folks training to increase their skills so they can hold conversations about DEI. Most people are yearning for and want to provide inclusion. Those in positions of power can invite traditionally excluded people to the table, but to sustain meaningful dialogue, everyone must have some skills to hold these important and often difficult conversations.<\/p>\n\n\n\n
The foundation of this skill set is the ability to give <\/em>and receive<\/em> feedback. This skill can be actively honed and developed in three parts: A model to give feedback on how they are impacted by behaviors, the clarity to ask for the change in behavior they need to see, and the capacity to hear and receive feedback as a gift and not an indictment.<\/p>\n\n\n\n
Conflict management is also a must-have skill. Organizations need to train people how to recognize, address (this is often during feedback conversations), and de-escalate the conflict.<\/p>\n\n\n\n
The most important skill in this work is how to self-manage during these conversations. People need to know how to handle when they are:<\/p>\n\n\n\n
- \n
- Triggered<\/strong> <\/strong><\/em>\u2013 when a word or action causes a strong reaction<\/li>\n\n\n\n
- Flooded <\/strong>\u2013 when an overwhelming number of emotions all at once causes physical stress responses.<\/li>\n\n\n\n
- Confronted<\/strong> \u2013 when someone is met with forms of hostility, microaggression, retaliation, and white fragility pushing back at them.<\/li>\n<\/ul>\n\n\n\n
We are all responsible for defining the goals, doing the work required, and being part of the solution. Only with the skills outlined above (feedback, conflict management, and self-management) can we start putting DEI values into action.<\/p>\n\n\n\n
2. Normalize Feedback <\/h2>\n\n\n\n
Use the technique of calling in and calling out. Calling in<\/em> is bringing attention to behavior in a one-on-one setting to maintain the individual\u2019s dignity while holding them accountable for the behavior. Calling out <\/em>brings public attention to the behavior. While at times this is appropriate and needed, calling out can be difficult for the receiver because it can bring about shame. I have found that unless this is done with love and compassion it can be counterproductive.<\/p>\n\n\n\n
The objective here is to pinpoint, through feedback, the impact of a certain behavior so that the person practicing that behavior is made aware of the consequences of their actions. The idea is not to shame or indict but rather to identify and bring awareness to the possible harmful impact of the behavior.<\/p>\n\n\n\n
Building awareness is only one piece of calling in and calling out. In addition to bringing issues into the open, you need to build a mechanism in which there is a consistent opportunity for calling in\/calling out behaviors:<\/p>\n\n\n\n
Are there structural and procedural processes in place in which to have these feedback conversations?<\/p>\n\n\n\n
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- Is there a process where one can provide upward feedback?<\/li>\n\n\n\n
- Is there a process to ensure everyone has access and opportunity for their voice to be heard?<\/li>\n\n\n\n
- Are projects being designed in such a way that those who contribute to defining the issues are also responsible for the proposed solutions?<\/li>\n\n\n\n
- Are the successes and failures distributed amongst all who contributed to defining the issue and solutions?<\/li>\n<\/ul>\n\n\n\n
The inherent vulnerability required for this leads us to the topic of safety. Establishing psychological safety, which includes physical, emotional, and spiritual safety, is critical in moving this work forward.<\/p>\n\n\n\n
You need to create gracious space<\/a> where it is safe to learn in public. This means that you are ensuring that the people who are participating in DEI work practicing vulnerability, sharing their candid thoughts, making mistakes, or learning in public are not blamed when discomfort, disagreements, discouraging interactions, or decreases in productivity arise. <\/em>There must be some safety for people to feel open to taking risks and potentially making mistakes in this work<\/a>. It\u2019s not what you did, it\u2019s what you do next that is important.<\/p>\n\n\n\n
We need to have the opportunity to learn together because we learn in relationship with each other. We need to meet people where they are and not \u201cother\u201d people. We are all on the same path as both learners and teachers.<\/p>\n\n\n\n
It is important to recognize we are asking people to change behavior patterns and long-held beliefs. It is easier to shift behavior when the person who is making the change can feel that there is an honorable way to release those patterns. What are your organization\u2019s procedures for deconstructing outdated processes and for identifying and eliminating processes that have translated to outgrown behaviors?<\/p>\n\n\n
- Flooded <\/strong>\u2013 when an overwhelming number of emotions all at once causes physical stress responses.<\/li>\n\n\n\n
- Normalize feedback <\/a><\/li>\n\n\n\n
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