Has the word “diversity” lost its meaning? The term “diversity” has become largely overused, causing its true meaning to be muddled with non-positive connotations. Camp Kupugani describes “diversity” as “a negative code word signifier for a non-white-male, often used by white males.” Instead of valuing equity amongst people, it’s become a quota to be filled. Failing programs, inauthentic efforts, misunderstanding, and lacking self-examination have all contributed to the lost meaning of "diversity."

Individuals in work settings are facing “diversity fatigue;” many of the DEI (Diversity, Equity and Inclusion) efforts organizations are implementing have failed, research shows. Without a genuine understanding of diversity, organizations will continue to face resistance to their DEI programs.

In several cases, after facing criticism, companies have made “improvements” regarding diversity in a short period of time with DEI training and new initiatives. However, in these cases, “racial capitalism” is common, according to the New York Times (subscription required*). Nancy Leong, a University of Denver law professor, describes racial capitalism as “an individual or group deriving value from the racial identity of another person.” These quick, inauthentic, and obligatory fixes make “diversity” seem like a band-aid that can fix a public image rather than a true value that should be a part of every organization’s foundation. 

Small victories are important, but they must not dismiss the amount of improvement that still needs to be done. If the idea of “diversity” continues to be defined by the bare minimum or doesn’t result in real change, there won’t be much room for growth.

Having “diversity” does not end with having a certain number of underrepresented minority groups in an organization; that is only the beginning. Time, effort, and self-reflection are necessary to ensure feelings of value and belonging. True representation of “diversity” requires setting clear expectations and understanding its ongoing process.

It also requires reflecting on unconscious bias, prejudice, racism, and discrimination. Nobody wants to feel like a “bad person," but despite the discomfort these conversations might bring, they are necessary to uncover blind spots in organizations and among individuals. We must resist the term’s use as a shorthand gesture for organizations that aren’t taking all the steps toward real diversity.

When “diversity” is overused and self-serving, it loses its meaning, making it cliché and suspect. To serve its true purpose, “diversity” must be used precisely, authentically, and with the honest intention of serving others. Several other terms, including “equity,” “inclusion,” and “belonging” are more progressive alternatives that may counteract the emotional disconnect associated with “diversity.”

You can read more about “diversity” and ways you can authentically use the word here at NPR and here at Forbes.

*Please note that the New York Times can be accessed through an Iowa City Public Library membership at no cost. More information available here.

Diversity, equity, and inclusion are growing priorities as many business leaders see the strength, innovation, and transformation they can bring to their organizations. However, DEI programs tend to fail or fall short of their expectations for several reasons:

1. DEI programs are established with unclear objectives and a lack of knowledge
2. Leaders are not approaching DEI programs with the same ambition or energy as they are other business projects
3. Some people do not understand why a lack of DEI is hurting their organization
4. Leaders are attempting to make quick fixes to organizations that have developed over decades

Rather than framing DEI as quotas or training requirements for individuals, Anselm Beach and Albert Segars of MIT Sloan Management Review propose a new model for DEI that works to transform organizations, which then reshapes the perspectives of its people. Their Values/Principles Model, or VPM, is structured, measurable, and based on four values: representation, participation, application, and appreciation. When all four values are given attention and achieved simultaneously, workplace satisfaction is at its highest; these values are the end goal.

Representation: “Representation is rooted in the idea that diversity is an asset: When we recognize people for their individuality and unique voice, our experiences become richer and more profoundly human” (Beach and Segars). Marginalized social groups must not be included to merely fill a quota. When an organization no longer views representation through a “lens of social categories” that overlooks individuality, it can remove barriers to demographic representation while also embracing the backgrounds, skills, and contributions of individuals. Recognize not only who is hired, but also why they are hired and what they are bringing to the organization.

Participation: “Representation without participation is still exclusion. The same is true for participation without representation” (Beach and Segars). An individual from a previously underrepresented social group may still feel discouraged from participating equally with those in the majority, and alternatively, if they do participate, their views alone might not represent the variety of experiences of their demographic. Participation as a value aims to create deeper connections and an environment where everyone feels free to contribute, resulting in innovative, inclusive, and improved ideas. Instead of holding meetings with rigid agendas, focus on discussion and analyze the accessibility of meaningful participation at the organization.

Application: “Application is the most difficult value to achieve. But when we do achieve it, we get organizations that are more human-centered” (Beach and Segars). Some individuals fail to understand how an organization excludes people, or they resist changing a process they benefit from. Redesigning a system that, consciously or not, has long favored some people over others is not easy, but it is necessary. Successful application results in the recognition of talent, accomplishments, and skills at organizations rather than status, appearance, or level of control. It helps businesses see the uniqueness of their employees and customers, resulting in more inclusive products and services. Understand how new perspectives can reframe business problems and how adaptable structures benefit organizations.

Appreciation: “Appreciation has powerful synergistic effects: It maintains momentum, demonstrates impact and progress, reinforces the place of DEI in the core mission, and signals the actions that are prized and those that are discouraged” (Beach and Segars). Appreciation begins with the ways leaders communicate about DEI. When combined with the other values, recognizing the value of DEI and feeling grateful for what it brings to organizations leads to successful outcomes.

The second part of the VPM - the seven guiding principles - maps out ways to achieve the four values. You can read about the seven guiding principles in the second half of Beach and Segars’ article here.

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