Equity and Diversity in Name Only



Justice for all; Photo credit

‘No justice, no peace’

We all understand this phrase in the context of our larger society.  If we don’t have fairness, due process, appropriate consequences, and a semblance of equal opportunity, we cannot have a harmonious society.  The most evident examples of this philosophy can be seen with events such as the OJ Simpson trial, Rodney King, Treyvon Martin and the many subsequent shootings of unarmed black men, all sparking outrage nationally or even internationally.  Similarly, relationships where fairness and reciprocity do not exist tend to be troubled (for example, see J. Nicholson).

The importance of equity is evident on both a macro and micro scale.  What about in between?  What is the importance of justice in a group or on an organizational level?

A 2014 report by Coffman and Neuenfeldt at Bain & Co. demonstrate that companies that provide a sense of gender equity in career opportunity and advancement tend to have higher levels of satisfaction and engagement by both men and women, which then correlates with better business outcomes.   The report then explains how women’s ambitions and confidence erode in the workplace over time, in part due to the workplace culture, too few role models, and implicit bias.   Bain then makes a broad set of recommendations for promoting equity in the workplace, primarily by having managers on the frontline and organizational leaders globally “encourage, develop and support their female employees.”  Finally, the report suggests the power of encouragement at all levels as key to fostering confidence in others.

On the other hand, there is also a risk to taking a half-hearted or poorly-managed  approach to equity efforts, which may then result in equity and diversity in name only (EDINO; I made up that term). As a double minority, I am acutely aware of the companies that have speeches, branding and policies that promote equity and diversity.  Ad campaigns, marketing materials, and programs that demonstrate commitment to diversity is terrific.  After all, it wasn’t that long ago that you would find no minorities (or only negative stereotypes) in print or television, and silence on the need to create equity in the workplace.

However, if that same company that brags about their commitment to diversity still has substantial pay discrepancies or persistent underrepresentation at the higher levels or in certain units, you may have a company that has EDINO.  True, the organization may be in evolution and in the midst of creating what is, in effect, slow change and is actually living its values in word and action despite appearances. On the other hand, progress that is inordinately slow or intractable may be the result of hidden, competing values.  Those competing values may have to do with implicit bias, but other factors may also be invisibly at play.  For example, resistance to any kind of change, a desire to protect existing privilege or status, especially one’s own, ineffective leadership or management, lack of effective training to identify and overcome implicit bias, or a misguided belief that ignoring or burying diversity concerns is in the best interest of the organization may be undermining an organization’s ability to create real change.  Structural issues, such as the institution’s policies and procedures or the informal practices regarding hiring and promoting may also be making the change more difficult.

In other words, there may be bona fide issues above and beyond implicit bias that may be contributing to maintaining the status quo.  Regardless of true intent, the gap between what the organization says and does will not be lost on its employees and the community.    Not only is the organization failing to enjoy the many benefits that diversity brings to the workplace, but now they have a hypocrisy issue as well.

On an individual level, this gap between one’s stated beliefs and actions results in cognitive dissonance.   Cognitive dissonance is a discomfort that results from competing beliefs, or when we act in ways that are contradictory to our beliefs.  When I am experiencing cognitive dissonance, I use self-reflection to identify my underlying beliefs, followed by serious evaluation to resolve that conflict.  This reflective process creates the pathway where I act in ways that align with my values.  This process of reflection, analyzing, trying something new, then evaluating the outcome is how we learn about ourselves and to better navigate our world. Like individuals, organizations that take the time and effort to learn and grow will be more knowledgeable and enjoy better outcomes.

I’m not going to lie (believe me!):  this process takes effort, time and even some courage.  We have to be able and willing to look at ourselves and admit some hard truths.  I’m not always able and willing to do that since it’s easier to blindly believe in and defend my virtue. However, once I have accepted an unpleasant truth, I feel a sense of relief that I can now address a problem directly and effectively.  Forward progress is made possible by forgiveness: a realization that I’m only human and it is my destiny to struggle and fail on the path to success.

Resources:  Government Equalities Office, Department of Business Innovation & Skills, Business case for equality and diversity, January 2013; Immunity to change: How to Overcome It, Lahey & Kegan Harvard Business Press,  2009.

The Purpose of the Moment

In The Slow Professor: Challenging the Culture of Speed in the Academy, authors Berg and Seeber remind us that academia used to be a place where faculty had time to think and reflect.  Academic research was once done for the sake of expanding our general understanding of the world and ourselves, and not necessarily reduced to a commodity as it is today.  This is referred to as “research capitalism”, originally put forth by Coleman and Kamboureli, where academic researchers are in the business of new knowledge, a market driven by the funding agencies.  Academic focus is no longer on scholarship, they argue.  Instead, the priority is “faculty compliance with institutional imperatives,” which is increasingly involved with raising grant money.

This erosion of reflective inquiry to the tide of academic goals and imperatives parallels a much larger loss from our lives.   Our modern selves subscribe to the virtue of busyness, where we seem to equate busy or productive with important.  You may be familiar with the Covey Time Management Grid, where we have urgent/not urgent and important/not important forming a grid that helps us to gain clarity on how we should prioritize our tasks and To Do lists.  Simply noticing when we are prioritizing urgent/not important or not urgent/not important is the first step toward effective time management.


Important/urgent grid

, where we seem to equate busy or productive with important.  You may be familiar with the Covey Time Management Grid, where we have urgent/not urgent and important/not important forming a grid that helps us to gain clarity on how we should prioritize our tasks and To Do lists.  Simply noticing when we are prioritizing urgent/not important or not urgent/not important is the first step toward effective time management.

Productivity is important.  We all have important tasks that should be completed.  However, I also agree with Berg and Seeber that we need to slow down.  Paradoxically, sometimes what is most urgent/important is what you should not be doing.  Sometimes, we should not work, not try to achieve, to fix, to create, to accomplish, to read, to write, to plan or to calculate.  A constant stream of busyness around tasks, whether important or unimportant, leaves out something very essential, ie just being.  By incessantly working on our To Do list and our urgent/important tasks, we’re missing out potentially on our best, most creative work, and our most beautiful, joyous moments.    We give away those moments, one at a time, for the next item on our To Do list.

As part of slowing down, Berg and Seeber talk about being more mindful teachers, having a reflective approach to scholarship and connecting with our colleagues.  I would expand the notion further to say that this type of reflective inquiry is important in all aspects of our lives.  Our inner world unconsciously drives so much of our perceptions and beliefs and is the source of our creativity.  When we are constantly in action-mode, we neither access our inner wisdom, creativity, and intuition, nor can we really examine our subconscious beliefs to understand how they drive our understanding of ourselves and our world.

In his book Thinking, Fast and Slow, Nobel Prize winner Daniel Kahneman describes our unconscious self as System 1 and our conscious, rational self as System 2.   The problem, according to Kahneman, is that we tend to over-use System 1 intuition, confidently believing our subconscious guesses and shortcuts to be accurate representations of complex situations.   In essence, System 1 interprets our world using heuristics and biases, and System 2 tends to be lazy and simply rationalizes the beliefs of System 1, instead of taking the effort to think things through carefully.

It doesn’t have to be that way;  we need reflection to intentionally listen to System 1 in an objective way, yet recognize that its messages and beliefs are often flawed.  We can then use System 2 to re-evaluate System 1 information and find a wiser course.    Thus, reflective inquiry allows a dialogue between both System 1 and 2 so that we can make the most of our intuition and wisdom and to find our creativity. This reflective inquiry requires down time and is not on most people’s To Do lists, yet is arguably both urgent and important.

Maybe it’s worth putting reflective inquiry in the urgent/important category, and a regular entry on our calendars.  What does your System 2 think about that?

Organizational Self-Awareness and Learning

Self-awareness is a critical life and leadership skill that means different things to different people. I used to think that it had to do with just being aware of my thoughts and my tendency to think a certain way.  I believed, therefore, that I had high self-awareness.  However, self-awareness also includes having some knowledge of your subconscious choices, viewpoints, biases, and strengths.  For example, why do I gravitate to certain choices or beliefs?  Are those really the right behaviors and perspectives?   How do those actions and viewpoints affect others?

Taking the time to reflect on these questions and internalize feedback – both positive and negative, formal and informal – is called self-reflective awareness (SRA).  Failure to periodically assess and re-evaluate means I’m operating more on habit than any kind of conscious decision.  A recent blog by Henriques does an excellent job of breaking down this self-reflective process, and describes it as metacognition.  Personally, I find that a regular reflective practice is important in sustaining my self-awareness as I and the environment evolve over time.

The same is true for organizations.  Like people, organizations have a history that influences their self- and world-view, strengths, weaknesses, blind spots, preferences and biases.  Organizations have their own “mental processes” that lead to learning and decision-making:  surveys, informal feedback, organizational metrics, etc.   Organizations that consider a narrow set of data, and fail to reflect and seriously consider feedback – both internally and externally, formal and informal – are just going through the motions of learning and growth.    Like Henriques’ student example, an organization with low self-reflective awareness (SRA) is likely to have a superficial understanding of how to solve problems and blame their failures or shortcomings on external or isolated factors. An organization that has high SRA is more likely to take a thoughtful and comprehensive approach to problem solving and growth and has the courage to face some hard truths.

What would organizational SRA look like?  We can start by looking at low SRA activities, which includes crisis management as standard operating procedure, incremental strategic plans that don’t have a clear vision, a culture of punishing and problem-finding instead of nurturing success and growth, and prioritizing thoughtless organizational metrics that reflect a limited view of organizational success.  Low SRA organizations will have a disconnect between their mission and stated brand, and their actual performance.  For example, some organizations may claim to value diversity, customers or their employees, but the numbers and culture may say otherwise.  The organization may choose to ignore that disconnect by excluding such measures in their data collection, write off dissatisfied customers and employees as anomalies, and rationalize problems as localized, but their stakeholders will notice.

A high organizational SRA will have strong alignment in mission, values, brand and their products and output.  It will have an authentic vision for its future with priorities, policies, procedures and practices are aligned across the organization.  It will regularly reflect as a whole through its strategic planning process and integrate outcomes and feedback to learn and improve.  For example, unpleasant surprises, such as under-performing sales, lawsuits, poor feedback, or a key employee quitting unexpectedly, are taken seriously.  The organization learns from that setback, asking hard questions and facing difficult truths.  It examines gaps between its mission and behavior, and has the courage to listen deeply to tough feedback.  It encourages individuals to take risks and learn from the failures instead of punishing them.  It examines best practices, employs them, and then may even try to raise the bar.  It has leaders who have high SRA, and who encourage SRA in others.

What kind of organization do you work for?  What kind would you rather work for?  It’s easy to see that a high SRA organization will attract and keep the best talent.  How are you contributing to your organization’s SRA and your own?

Part 3: Thinking-Feeling Spectrum: Befriend Your Alien Brain

In Parts 1 and 2, I wrote about the thinking-feeling spectrum and how our tendency to prefer T or F leaves a shadow tendency that seems to play a strong but invisible role in how we feel and behave.    I likened it to an ambivalent, sometimes hostile alien that resides within us, sometimes exerting a negative influence on us, without our knowledge.

Your alien thoughts/feelings can actually work for you, but you have to befriend it and become its ally.  Like a temperamental child, the alien within wants to be recognized and heard.  Failure to do so means the alien will ramp up the stakes, screaming and thrashing at me until I acknowledge its needs. Like an unruly toddler, that internal tempest wreaks havoc and damage until it is heard.

The hardest part is acknowledging the alien’s existence and dysfunction.  But have you noticed that when you listen to a toddler and truly try to understand their world, they get strangely calm and cooperative?  You can then negotiate with them, “I know you want to go have an ice cream sundae but we don’t have time to do that now.  How about I give you an apple right now, or a cookie when we get home? Which do you want?”

Our inner alien is the same way.  “I know the way your co-worker talks to you makes you feel unimportant and inferior, just the way your parents did when you were a child.  You can believe it and feel angry and resentful, or you can go to the gym and work through your frustration and realize that this isn’t about you.  Which would you prefer?”  Suddenly, inner alien is cooperative, because she just wants to be heard and acknowledged.   She’s your Lifelock monitor who alerts you issues (have you seen those commercials?) but it’s your responsibility to deal with the problem.

Make no mistake: she will scream in my head until I do.  Furthermore, I’ve learned that she’ll scream at others through my tone, behavior, perspective and choices without my knowledge.  Others can sense her, even if I can’t.   Others refer to my alien as the b***.  Now you know what I’m talking about.

I’ve learned this lesson the hard way as I’ve spent many years in denial about my aliens.  I don’t always know they’re there, or if I do, sometimes I just can’t quite wrangle and calm them.  It gets easier with practice and time.  Now, I feel like I mostly have cleaned house, though I do still relapse and invite those crazy little devils back into my life.  Living without them though is an amazingly light and freeing feeling.  There are few things that I have done that have had such a profound impact on the quality of my life.  And like all things I have been afraid of, shining a light on them always seems worse at first than it really is.  They’re not scary in others.  You see them.  You know what they need to do.  Do the same for yourself and exorcise that troublemaker.

Part 2: Thinking-Feeling Spectrum – Our Alien Brain


In Part 1, we discussed the Thinking-Feeling spectrum and the presence of the dynamic interplay between T-F despite our T or F preference. If we only factor in one set of data, we are unaware of the unseen influence of the other half on our internal experience and our external world view.

My own experience affirms this notion. As a person with a strong T tendency, I have not always been in touch with my feelings. Even now, though my self awareness is much improved, if I have emotional garbage flying beneath my radar, I tend to be more reactive, less patient, more judgmental, and more impulsive. I back it up with logic and explanations and accuse you of being unreasonable.   The thoughts in my head were pretty much absolutely true, no matter how unrealistic, dysfunctional, or abusive they were. They would then invisibly fuel my emotions in this treacherous downward spiral, ensuring my misery.

Hudson: “We’re on an express elevator to hell, going down!”

I’m less of an F but can imagine the same dynamic, but in reverse, holds true. We hold many unconscious beliefs that impact how we view the world and ourselves and thus how we feel. If we are unaware of those beliefs, we cannot see how they drive our feelings.

In other words, we often disassociate our thoughts from our feelings, as if there is an alien in our head (or heart) with which we have no connection. And unfortunately, as a T, I’m here to report that the thoughts in our head do not represent a friendly alien. At best, that alien is complicit in justifying our automatic behavior (see Haidt’s Righteous Mind). At worst, the alien is a constant stream of negativity, fear and anger that damages ourselves and others.

Ash: You still don’t understand what you’re dealing with, do you? Perfect organism. Its structural perfection is matched only by its hostility.

Lambert: You admire it.

Ash: I admire its purity. A survivor… unclouded by conscience, remorse, or delusions of morality.

Unlike the movie Aliens, we just can’t take automatic weapons and blow out the scary alien in our head.   But we can tame them. It’s not easy at first, but improves with practice.

Ripley: How do we kill it, Ash? There’s gotta be a way of killing it. How? How do we do it?

Ash: You can’t.

Parker: That’s bullshit.

First, be present. Being sad or angry means we are living in our past. Being worried or anxious means we are living in the future. Living in this moment we have everything we need. Notice dysfunctional thoughts and feelings. Acknowledge their presence but don’t give them any power by believing them to be real or permanent.

Kane: Quit griping.

Lambert: I like griping.

Second, be mindful. Notice when you are not being present. Come back to the present moment when you find yourself straying.

Third, toxic recurring thoughts should be challenged. Those thoughts tend to be very one-sided, so be open to exploring other perspectives (see Katie’s Who Would You Be Without Your Story).

Finally, find a more balanced perspective using your forgiveness and gratitude.   Remember that the alien in your head is here to steal your peace, and the bigger, braver part of you, your Riley, is here to restore it. Think of that alien as the holy-terror child within that needs to be heard and validated, but doesn’t get to make the decisions about your life and peace of mind.

That’s how you teach the Alien some manners.

Ash: There is a clause in the contract which specifically states any systematized transmission indicating a possible intelligent origin must be investigated.

Parker: I don’t wanna hear it…

Brett: We don’t know if it’s intelligent.

Parker: I wanna go home and party.

Dallas: Parker, will you just listen to the man?

Ash: On penalty of total forfeiture of shares. No money.

Dallas: You got that?

Parker: [chuckling] Well, yeah.

Dallas: All right, we’re going in.

Parker: [to Brett] Yeah, we’re going in, aren’t we?

Part 1: Thinking-Feeling Spectrum: Our Self-Concept

Who are you?  Really?

Do you believe that you are the sum of your thoughts, knowledge and beliefs? That your identity is entirely dependent on those thoughts?  If so, what happens when you change your mind, beliefs or knowledge?  Are you the same person?

Or do you believe that you’re a feeling, emotional being who happens to have thoughts and ideas?  What happens if you don’t have an emotional reaction in a given moment or are stuck in depression? Who are you then?  What does it mean if your emotional reactions are context-dependent?  Are you still you?

One way to think about the questions above is from the Myers-Briggs Type Indicator’s T (thinking) and F (feeling) personality types.  We are on a T-F spectrum in terms of how we tend to make decisions, whether using our head or our feelings. I also think about the T-F spectrum as the mechanism by which we interface with reality.   I’m guessing that T’s tend to use their head to take in information, both about themselves and others, and use that information to decide who they are.  Similarly, F’s view themselves and the world through the lens of their feelings, using that information to define themselves.  (After all, I’m a T and this theory makes sense.)

However, I don’t really like the binary nature of that scale.  We all think.  We all feel.  Trouble is, we may not be very aware of the end of the spectrum that we are unfamiliar with.  Ts are often unaware of their feelings and Fs are often unaware of the thoughts and beliefs underlying their feelings. This is where we get into trouble.

Thoughts and feelings are interactive and synergistic.  Our feelings are profoundly influencing our thoughts, and visa versa, even if we don’t realize it.  That complex dynamic then determines our behavior  (I’m feeling more F-ish today, and this feels right.)

Being in touch with both our thoughts and feelings help us to have a more complete understanding of who we are, how we feel, why we think what we think and why we feel what we feel.  Our habits of thought, feeling and behavior that define our personality, in the end, are really just habits.  We can break and change those habits, yet we’re still the same person underneath, aren’t we?

I like the person you are – that combination of your hidden and portrayed self.  It’s one of my gifts to see the best in others, including that hidden part of you.  I also hope for your growth and improvement in your life’s satisfaction, sense of authenticity and empowerment.  Changing habits that are maladaptive does not change who you are, it merely helps you be a better version of you.  You can be happier, more peaceful, have better relationships, and improved health by taking a holistic and appreciative view of yourself and your world.

All that being said,  the question of Who am I? remains unanswered especially if you acknowledge that most of our thoughts, feelings and behaviors are malleable.  I am not a theologian or philosopher, so I will leave that question to those wise scholars.  As an applied positive psychology practitioner, I reflect on that T-F dynamic and how we can use that self-knowledge to create the best possible life.

But I think I’m out of space.  I feel I must finish this discussion in my next blog, Part 2: Thinking-Feeling Spectrum – Our Alien Brain.  Perhaps the outcome of your thought-feeling dance will be for you to join me.

Greatest Strength/Greatest Weakness: A Lesson From Donald J. Trump

Observing the political or cinematic stage is so fascinating because it provides a common framework for us to discover insights into our shared humanity.   The current political theater that is delighting the pundits also illustrates how we use our strengths for success or failure.

Many psychologists, real and armchair, have analyzed Trump’s psychological profile and fitness for the highest office. As an applied positive psychology practitioner, I observe Trump through the lens of his strengths. Two of his most obvious Gallup strengths are Competition (self-explanatory) and Significance (needing to be seen as important in the eyes of others). Trump loves to win.  He also loves the accolades and applause of his followers. When we are using our strengths well, it’s exhilarating and satisfying. The degree to which these strengths fuel his motivation to run for the country’s highest office could only be known by Trump himself.

Like all strengths, Competition and/or Significance can bring individuals to unimaginable success. The desire to win and to be better than a competitor can help one raise their game, or their team’s game, to the next level. The need to be seen as important can motivate achievement and accomplishment. Trump’s stunning successes in the Republican primary is a case study of skillful use of these strengths.

However, strengths can also be overused and misused. Some pundits are hypothesizing that Trump neither expected to win, nor wants the Presidency. If so, Trump may be competing for the sake of competition without consideration for what’s best for the country. He may also be willing to win at all costs, as he ramps up the rhetoric to arguably dangerous levels.    Significance can also be misused if one uses verbal abuse and bullying to feel more important, powerful, and better than others.

The rise and fall of Trump’s popularity is a lesson to us all. We develop our world-view and strategies based on early lessons and information. We often use those lessons as a frame of reference going forward as we create strategies for the future. Early successes with our strengths may teach us that using our favorite strengths is a good strategy. More is always better, right? Failure to re-evaluate our strategies combined with poor self-awareness can result in overuse and misuse; our strengths become our liabilities. Trump’s troubles are not the result of misfortune or a stellar opponent, as Clinton is as flawed in her own way as he is. Rather, he’s his own worst enemy.

Trump’s political tale beautifully reflects our shared human journey to find wisdom in our changing world and circumstances. The strategies that worked in one job, in another decade, with other people, may not work now. Trump’s opportunity now is go inside to understand his internal stage, as it is for us all.   Failure to do so will likely result in a tragic downfall.