Many companies are moving to replace the term Diversity Management with Diversity & Inclusion (D&I). In Germany, too, the term D&I is now used almost exclusively. But is inclusion in German "Inklusion"? Do both terms mean the same thing?
The term "inclusion" is used in German primarily in connection with people with disabilities. In the English-speaking world, however, the understanding is broader: When inclusion is mentioned there, it also refers to other diversity dimensions. Inclusion generally means creating a culture in which all perspectives are heard, seen and valued. In Germany, the meaning of the term is changing, and organizations of people with disabilities are now also taking a broader view. The initiative leidmedien.de, for example, defines inclusion as follows: "Inclusion means more than the mere integration of "deviants" into an otherwise constant environment. But the other way around: the adaptation of this environment to the respective prerequisites of the people (for example, accessibility)."
Inclusion means taking active action
People with experiences of discrimination have too often learned that it is better to conform to the majority (society). Not to fall out of the supposed norm, to become more invisible. This idea is based on a false assumption: if I stand out less, I will experience less discrimination.
But what happens then is that I take myself back as a human being. I perceive myself as less important. Which in turn is mirrored by further discrimination by the majority society. Adapting to what is considered normal, German, male* or female* doesn't protect you from discrimination, but it is cognitively very exhausting. Last but not least, it is at the expense of individual self-esteem. A vicious circle. The task of inclusion is to break this cycle and to think for everyone. Inclusion means designing the environment in such a way that everyone can participate.
Transferred to the corporate context, this means: There is probably at least one person in your team who takes a back seat. Be it because of barriers, experiences of discrimination, belonging to a minority. Example: I recently spoke with a female developer who works exclusively with men* in her team. She told me that after a while she started to prefer to wear loose T-shirts and jumpers, although she also likes to wear body-hugging clothes. That is exactly the point. She started to fit in and, of course, didn't feel comfortable with it. But she said that she liked working in this company so much that she put up with it. What would happen if she could really be herself at work?? First of all, her company can do a lot for her.
How companies can live inclusion
A quote from Verna Myers, diversity activist and entrepreneur from the USA, clarifies the relationship between diversity & inclusion like this:
Diversity is being invited to the party, Inclusion is being asked to dance. (Diversity is being invited to the party, inclusion is being asked to dance.)
1. recognise different perspectives. Often the perspectives of over-represented groups are heard quite loudly, while those of marginalised groups are hardly noticed. Inclusion means recognising that everyone is valuable valuable and worth listening to, across hierarchies. The leadership team should also put this in writing in a cultural code and live it.
2. start to identify the barriers. For example, due to microaggressions, due to structural barriers such as lack of lifts or toilets for all genders, or due to structural discrimination.
3. make concrete plans. As with any other business topic, you need a strategy. An important building block is the so-called Employee Resource Groups, employee networks. Safer spaces, for example for women, LGBTQI+ colleagues, black people and people of colour, people with disabilities, etc. help to empower each other.
At the same time, all employees should start working on themselves.
Inclusion is a very individual work, where well-trodden paths, values, stereotypes and prejudices are put to the test. All employees can contribute to an inclusive working environment. This starts in particular with the individual training of all colleagues on diversity and unconscious prejudices.
Inclusion leads to innovation
Aspart of Project Aristotle, Google has investigated which factors distinguish very successful teams from others. The researchers found out that the decisive factor is the psychological security of the individual team members. The feeling that in this team every idea, every question and every opinion can be expressed and is valued. That nothing is shameful. I'm sure everyone has experienced that moment: "I'd better not say anything now, otherwise it will be embarrassing for me". According to this study, this is the ultimate obstacle to innovation. Diversity alone does not contribute to innovative ideas - it is also the inclusive working environment. Or to speak with diversity activist Verna Myers: Having a party together and wanting to dance together.
