IDENTIFYING THE 5 MENTAL MODELS OF DIVERSITY, EQUITY AND INCLUSIONAs individuals, we each have our own story of how or why we
IDENTIFYING THE 5 MENTAL MODELS OF DIVERSITY, EQUITY AND INCLUSION
As individuals, we each have our own story of how or why we engage in the work of diversity, equity and inclusion. While some of us may be far along in our DEI journey, others are just now joining the conversation. To better understand someone’s lens and perspectives concerning DEI, it benefits us to know an individual’s mental model. Understanding mental models allows DEI champions and allies to be better positioned to influence the likelihood of others engaging in inclusive leadership practices. Because mental models can vary, contained in this article is a breakdown of a few examples and signs to help identify them.
How to see and support “Invisible” DiversityFresh on the heels of Mental Illness Awareness Week (https:/
How to see and support “Invisible” Diversity
Fresh on the heels of Mental Illness Awareness Week (https://www.nami.org/Get-Involved/Awareness-Events/Mental-Illness-Awareness-Week), I recalled how the recent suicides of designer Kate Spade and celebrity chef Anthony Bourdain highlighted unseen issues that can affect people whom we think we know. In reality, mental health is just one of the “invisible” diversity issues, or private identities, that affect people every day.
You or a coworker might be a survivor of sexual assault, cancer or criminal gang affiliation. Other issues include substance use disorder, or prior incarceration. All of these are the types of private identities people often are unwilling to discuss, even though they impact the workplace experience as much as race, gender and other more obvious identities.
THE SECRETS TO WINNING BUY-INLet’s face the facts: diversity and inclusion (D&I) pr
THE SECRETS TO WINNING BUY-IN
Let’s face the facts: diversity and inclusion (D&I) practitioners need other people’s active support in order to have lasting impact. But, sometimes we forget just how much we need others to get our work done. We must create strategic partnerships among a variety of stakeholders if we’re going to make meaningful change. Success requires buy-in from the following groups:
Leadership—C-suite, high-level managers, and organizational boards—are crucial for creating cultural shifts within organizations. These might not be the first people you engage, but they are the most important. You’ll need enthusiastic official endorsement of D&I activities and the designation of appropriate resources to see them through.
Women Drive Economic Success for AllContinue to invest in female employment and entrepreneurship
Women Drive Economic Success for All
Continue to invest in female employment and entrepreneurship to push our economy to new levels
Whether it’s as a business owner or in the workforce, women are driving local economies and contributing to business competitiveness on a national level. But if we fail to harness women’s business potential, we may be shortchanging our economy.
A recent study from Dr. Amanda Weinstein, University of Akron, reported local wages (for men and women) rise when more women enter the workforce. Between 1980 and 2010, Weinstein’s research found that every 10 percent increase in female labor participation led to a five percent increase in average real wages—the amount workers take home after accounting for inflation.
In other words, in cities that had more female workforce participation in 1980, Weinstein found men and women made higher average hourly wages in 2010. Weinstein also found the impact of female workforce participation was heightened when women were not segregated into low paying, female-dominated occupations.