{"id":144,"date":"2024-02-16T16:19:17","date_gmt":"2024-02-16T16:19:17","guid":{"rendered":"https:\/\/blogs.bath.ac.uk\/changing-ourselves\/?p=144"},"modified":"2024-02-16T16:57:31","modified_gmt":"2024-02-16T16:57:31","slug":"diversity-and-inclusion-for-the-future-of-work","status":"publish","type":"post","link":"https:\/\/blogs.bath.ac.uk\/changing-ourselves\/2024\/02\/16\/diversity-and-inclusion-for-the-future-of-work\/","title":{"rendered":"Diversity and inclusion for the future of work"},"content":{"rendered":"

The future of work is changing rapidly (nothing new<\/span>, <\/span>we <\/span>all kn<\/span>o<\/span>w that<\/span>), and so are the skills and competencies that leaders need to succeed in this dynamic environment. As leaders and managers, we have a crucial role to play in preparing our teams for the challenges and opportunities of the globalised and digitalised work context. In this blog post, <\/span>I\u2019ll<\/span> talk about leadership development with a spotlight on diversity and inclusion.<\/span> A lens we sometimes ignore (unconsciously) for <\/span>various reasons<\/span>.<\/span><\/span>\u00a0<\/span><\/p>\n

Diversity and inclusion are non-negotiable\u00a0<\/strong><\/p>\n

Diversity and inclusion are not only moral and social imperatives, <\/span><\/span>but <\/span>they\u2019re<\/span> also<\/span> the secret sauce to organisational success. Research echoes what we know in our bones: diverse and inclusive leadership teams <\/span>enhance<\/span> creativity, drive innovation, and fuel performance. But beyond the bottom line, they cultivate a culture of<\/span> compassion<\/span> and understanding\u2014a vital currency in today's interconnected world.<\/span> <\/span>So, we <\/span>can\u2019t<\/span> just ignore it.<\/span><\/span>\u00a0<\/span><\/p>\n

Battling barriers to diverse leadership\u00a0<\/strong><\/p>\n

Yet, the path to diverse leadership isn't without its hurdles. Unconscious biases, discriminatory practices, and limited opportunities can make progress slow. But where there are obstacles, there are also opportunities. The journey may be long, but every step forward is a victory worth celebrating. We have done a lot at Bath to overcome these challenges but it\u2019s not a quick journey and there is no end. We have to keep going.<\/span>\u00a0<\/span><\/p>\n

Intercultural competence\u00a0<\/strong><\/p>\n

Verna Myers, a leading diversity and inclusion expert, once said, \u201cdiversity is being invited to the party. Inclusion is being asked to dance.\u201d While I totally agree, I believe there is more we can do after \u201cinviting others to dance.\u201d We can perhaps engage in a conversation about how our dance strategies are similar or different and learn about each other\u2019s dance moves. We can perhaps try and dance together. This is where intercultural competence comes into perspective.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

A key aspect of developing effective and diverse leaders for the future of work is intercultural competence which is the link between diversity and inclusion and is about making diverse communities more inclusive. As described by Mitchel Hammer, intercultural competence is \u201cthe capacity to shift perspective and behaviour based on commonalities and differences by\u202fexperiencing cultures and individuals with greater levels of complexity.\u201d<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

It is the ability to communicate, collaborate, and lead effectively and appropriately across cultural differences and contexts. Intercultural competence can help leaders to understand and appreciate the diversity and complexity of cultures, values, and behaviours in their teams, and to adapt and adjust their own styles and strategies accordingly. Intercultural competence can also help leaders to build trust, rapport, and respect with their colleagues, partners, and clients from different cultural backgrounds and settings.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

While diversity can be measured by demographic analysis and inclusion can be measured by an analysis of outcomes, measuring intercultural competence which focuses on capacity is not an easy task. There are various ways to assess and develop intercultural competence. One of the tools that can help leaders to assess and develop their own and their team\u2019s intercultural competence is the Intercultural Development Inventory (IDI).\u202fThe IDI is a widely used and effective cross-culturally valid framework that measures an individual or group\u2019s level of intercultural competence along the Intercultural Development Continuum (IDC). The IDC describes five stages of intercultural development: denial, polarisation, minimisation, acceptance, and adaptation. <\/span><\/p>\n

Think about where on this developmental journey you might be when watching this<\/span><\/span>\u00a0<\/span>short video<\/span><\/a>: The Intercultural Development Continuum - Overview<\/span><\/a><\/p>\n

What can I do here and now?\u00a0<\/strong><\/p>\n

For leaders <\/span>new to this fie<\/span>l<\/span>d and <\/span>eager to <\/span>promote<\/span> inclusivity and intercultural <\/span>competence<\/span>, the journey begins with small steps<\/span>:<\/span>\u00a0<\/span><\/p>\n