Diversity, Equity and Inclusion

Getting diversity, equity and inclusion right in any organization is a function of change, which is hard. Here Darden experts provide practical insights on leveraging deviance in ways that empower individuals, the benefits of unconscious-bias training, mentorship and sponsorship, and how to have constructive (if potentially tense) conversations.

Getting diversity and inclusion right in any organization is a function of change. It’s about overcoming barriers, getting people out of dominant paradigms about diversity, and empowering people to understand diversity and inclusion as part of the overall livelihood of their organizations. That means providing models and templates that get results.

The argument in favor of diversity and inclusion is robust. The benefits are clear. As our populations change, diverse groups of talent are emerging, and they are emerging fast. However, corporations and businesses are still lagging hard behind the pace of this change. So what’s holding us back?

Research shows that, compared to men, positive feedback for women often conforms to gender stereotypes and is more generic. Without the same constructive encouragement, women may not only fail to see their contributions as equal in value, but also miss out on the opportunity to learn. How can we redress the praise deficit?

Positive deviance is about how we can deviate from the norm in ways that are honorable and generative, authentic, and that have positive impact and open the door to others to do the same. Leveraging difference — mobilizing gender identity and minority status in this way — can activate a slew of personal, organizational and societal benefits.

Social mobility in the U.S. is increasingly rare. How does that play out in the workplace? Contrary to the arguments past studies posed about workers coming from lower social class positions, the upwardly mobile are just as likely as their high-class counterparts to speak up and share ideas at work. So what could be the barriers to advancement?

Sexism and rudeness: not mutually exclusive. New research shows that rudeness can hide sexism, as observers may dismiss perpetrators as “equal-opportunity jerks.” Darden professors explain how the phenomenon not only turns bad behavior into plausible deniability, it can also serve as a barrier to addressing sexism in the workplace.

What if a product is marketed to you based on one part of your identity? What if you consider that identity marginalized or the marketing is based on a stereotype, whether good or bad? In new research, a Darden expert examines when identity-based appeals are effective — and the importance of really knowing your customer.

As we celebrate Women’s History Month throughout March, Allison Elias, assistant professor of business administration and author of the book The Rise of Corporate Feminism: Women in the American Office 1960–1990, asks whether all women benefit from efforts to advance gender equity in the workplace, as well as where we've been and where we're going.

People agree that racism is real and wrong, but what can they do about it? With actionable advice, a new book in the Giving Voice to Values series explores how we can move from examining the causes to actively being part of the solution. For example: realistic influence, practically addressing structures, and effectively promoting diversity.