Diversity and inclusion will make a business better

Most business and individuals will be connected to one or more of these giant organisations’ products, all of which are operated using various forms of algorithm, but where is the data coming from that is being inputted and by whom?

So much of what we do in business will be, or is being, affected by the biggest influencers of all time – algorithms, data and people. As I am a great lover of asking questions, I have to ask what is it that we don’t know, and the information or data that we have, where has it come from and how diverse is it?

Artificial Intelligence can validate what we already know but it’s human behaviour and thought that is the true golden ticket. Diversity and inclusion (kindly note the two words together; far too often inclusivity is dropped and that is incorrect. Diversity does not work alone.) matters at all levels, from the SME to the PLC to public appointments.

If you are thinking this is “just another column about women on boards or greater diversity in light of Black Lives Matters” it is not. Diversity is so much more than demographic attributes; it is also cognitive, which influences our behaviours and explains why AI’s algorithms and businesses sometimes get it wrong.

As we are all adapting and evolving in this brave new world, more and more businesses are understanding the need for collaboration and some are having to face hard decisions about employee retention. What I would say is as a business you can become powerful and profitable through true diversity and inclusion. In order to do so, it is vital that you have it on your agenda and take a moment to give it true consideration.

Diversity and inclusion is often a subject we think we know all about and what it means, but I did not really appreciate the aspect of inclusion until I was once told that diversity is being asked to the party, but true belonging is inclusivity – which is being asked to a dance at the party.

In the current climate, businesses have several issues to deal with and of which is often the board (or for SMEs our support network) and employees. What we are finding is a risk that still exists – that of collective blindness because we are recruiting still in our own image in terms of thinking.

I am not referring to demographic diversity, (where some institutions make a point to “show” diversity and often by pointing to race and gender at the detriment of other demographic influences such as disabilities) but rather cognitive – thinking diversity.

There is very little point in hiring or appointing people that have had similar backgrounds to you; their thought process and drive will likely mirror yours.

Can you see yourself in them? If so, there is a strong likelihood that they think just like you, the CEO/managing director/board director/trustee.

Take for example the fact that back in the day, some USA law firms would only hire employees from Harvard University.

Whilst a great university and no doubt highly qualified individuals, the issue is they all think alike. They have been trained to do so by their education process and are very likely to have the same social status (although not all).

When considering an issue or attacking a problem, regardless of demographic diversity, they are likely to attack or approach the issue in the same way; that is to say they are using the same lens. It also means as a business you could miss or be blind to something. A dissenting or difference of opinion is sometimes good to have.

It allows you a better and broader view – different lenses give you a different angle, one you may have been missing before. This type of approach can only occur when you are truly diverse and inclusive, ensuring that individuals know they have the power to dissent.

Diversity and inclusion work in small ways but can have the butterfly effect.

It allows us to ask the questions of the data that are not being asked. Collective intelligence in collaborations, boards and employees is critical. It should never be an optional extra or tick box exercise.

Each individual will bring to the collective what they observe, and how they diagnose their observations will, as we all know, always vary from the vantage point at which a person or organisation stands. Giving permission to everyone to have an imagination can only lead to greatness.