There’s NO Diversity Without Inclusion
- By Dr. Shené Marsh-Beckford
- •
- 15 Aug, 2017
Diversity and Inclusion (D&I) is one of the hottest trending topics in learning and organizational development today. A major issue with the existing development, however, is it presents D&I as a blended concept (Sherbin & Rashid, 2017). This contributes to incorrect assumptions that these independent ideas are one in the same. Researchers suggest this reinforced discrepancy in understanding is preventing inclusionary efforts from being carried out, which further indicates current practices are inconclusive and potentially ineffective.
With countless companies, organizations, and institutions claiming to embrace and implement successful D&I strategies, it may be hard to fathom inclusivity is still a work in progress (Riordan, 2014). To ensure current D&I programs are effective in real-world settings, we need to first differentiate between the two concepts and clarify misconceptions. By taking this first step, we can collectively move forward from having D&I conversations to implementing effective D&I initiatives.
Myers (2012) noted the distinction between diversity and inclusion lies in the difference between quantity and quality. Organizational leaders can highlight this difference to ensure the organization has a comprehensive D&I program that includes an action plan specifically for inclusivity. At EDC, we subscribe to the starting points recommended by Sherbin and Rashid (2017):
- Inclusive Leadership
- Authenticity
- Networking & Visibility
- Clear Career Path
Leaders can use these strategic pathways to promote inclusivity, provide transparency and sponsorship, and unlock career paths (Sherbin & Rashid, 2017). The D&I research on practical applications of D&I initiatives and programs also shows reframing of the organizational approach provides more positive program results. According to the Harvard Business Review (2016), organizations with successful D&I programs offer voluntary training, include diversity managers and task forces or self-management groups, incorporate cross-training groups and targeted college recruitment programs, and supply opportunities for mentorship. Adopting these strategic approaches could be the key to guaranteeing diversity efforts in the workplace are reinforced by inclusion.
References
Myers, V. (2012). Diversity is being invited to the party; inclusion is being asked to dance [Online version]. GPSolo eReport, 1(11). Retrieved from http://www.americanbar.org/ publications/gpsolo_ereport/2012/june_2012/diversity_invited_party_inclusion_asked_dance.html
Riordan, C. M. (2014, June 5). Diversity is useless without inclusion. Retrieved from https://hbr.org/2014/06/diversity-is-useless-without-inclusivity
Sherbin, L. & Rashid, R. (2017, February 1). Diversity doesn’t stick without inclusion. Retrieved from https://hbr.org/2017/02/diversity-doesnt-stick-without-inclusion
Harvard Business Review. (2016, September 1). Why the most common diversity programs don’t work [Video file]. Retrieved from https://hbr.org/video/5108682441001/why-the-most-common-diversity-programs-dont-work
Emotional intelligence (EI) is a factor affecting various personal and professional life aspects. It is defined as the capability to perceive, understand, manage, and apply feelings effectively. It is an indispensable requisite for emotional well-being and psychological safety, as well as overall effective performance in the workplace. This blog post explains how EI influences those aspects by emphasizing its importance in maintaining a productive and friendly work atmosphere.
Emotional Well-Being
Emotional well-being is an important component of mental health in general; EI makes great contribution to its improvement. A person with high EI knows how to perceive and control his or her emotions, which helps to handle stress and develop resilience.Key elements of how EI contributes to emotional well-being will involve:
- Stress Management: High EI persons can recognize and manage their feelings when they are stressed. They are, therefore, able to keep calm and composed, reducing the effects of stress on their mental life.
- Positive Attitude: TIndividuals who have high EI happen to be positive in outlook. They also reframe negative experiences, focus on the positive aspects, and develop a more optimistic mindset, which consequently enhances their general emotional well-being.
- Resilience: EI helps them in developing resilience against emotional challenges. Since they manage their emotions well, they bounce back from setbacks faster and maintain good mental health well into the future.
- Mental Health: The ability to manage emotions fosters a reduction in anxiety, depression, and burnout. Individuals with high EI thus become resilient to emotional challenges, which is a guarantee of good mental health and well-being.
Psychological Safety
The concept of psychological safety at work is defined as "a feeling that one will not be punished or penalized for expressing one's self". High EI significantly enhances psychological safety in the workplace since it aids in empathy, effective communication, and resolving interpersonal conflicts.Key points to remember:
- Empathy: High EI people can understand and share the feelings of others. The empathy in them allows one to give immense support and inclusion to the employees at work by making them feel appreciated and recognized.
- Effective Communication: EI amplifies communication art, hence the individual can express and listen to others. In that respect, effective communication reduces misunderstandings and builds trust in teamwork.
- Conflict Resolution: Individuals high on EI are capable of resolving conflicts. They can handle the emotional dynamics, mediate disputes, and find mutually constructive solutions that help create a harmonious work environment.
- Inclusive Culture: Leaders and employees with high EI will be able to recognize and engage with emotional cues to create an inclusive culture where everyone can safely share their thoughts and ideas without being persecuted.
Workplace Performance
EI is considered one of the major predictors of workplace performance. Individuals with high EI understand how to handle their emotions and take care of the emotions of others, which improves teamwork, and collaboration, and hence enhances their performance at work. The essential elements of how EI can impact performance at workplaces include but are not limited to the following aspects:
- Teamwork: High-EI individuals could work in a team by empathizing with team players and influencing team dynamics based on the same. The art of doing this strengthens teamwork and allows groups to maintain more cohesive and productive atmospheres.
- Collaboration: EI leads to collaboration. People with high EI know how to treat interpersonal relationships, establish functional relationships, and work in various kinds of teams.
- Productivity: The efficient treatment of emotions significantly promotes better concentration and focus on work. High EI employees are less likely to be distracted by emotional disturbances, which raises their productivity level.
- Interpersonal Dynamics: High emotional intelligence helps an individual understand and manage the dynamics of interpersonal relationships. This minimizes the probability of disputes and misunderstandings. This ability develops better general organizational performance by creating an optimistic and collaborative atmosphere to work in.
Emotional Intelligence is part of emotional well-being, psychological safety, and work performance. High EI individuals possess an excellent level of handling stress, keeping a positive outlook on life, and building resilience; therefore, they function well for their mental health and fitness. In the workplace, EI nurtures empathy, effective communication, and conflict resolution-that is, a psychologically safe environment where employees can prosper. Additionally, due to improved teamwork, collaboration, and productivity, EI greatly enhances performance at work. As organizations continue to recognize the value of EI, investing in its development will result in more engaged, resilient, and high-performing employees and teams.
EI has received considerable attention within the disciplines of psychology, organizational behavior, and leadership studies. Despite its reportedly popular influence on both personal and professional success, the theoretical landscape of EI remains diverse and keeps on evolving. The present article overviews the current theoretical diversity in the EI paradigm and emphasizes effective strategies for assessing and developing EI in various contexts.
In this article, we revisit the theoretical variety in the EI paradigm by re-examining the distinct contributions and implications of each of the major models. We go on to detail good practices for the assessment and development of EI, reflecting current research and practical examples. The article aims to arrive at an advanced view of EI and its applications which will helpably shed light on and guide the efforts of researchers, educators, and practitioners toward furthering emotional intelligence in diverse settings.Theoretical Diversity in Emotional Intelligence
Mayer and Salovey's Ability Model
- Views EI as a facet of cognitive intelligence involved in the processing of emotional information.
- Four-branch model:Perceiving emotions, using emotions to facilitate thought, understanding emotions, and managing emotions.
- Intends to make an objective measurement of EI through tasks and problem-solving activities.
Goleman's Mixed Model
- Combines emotional and social competencies.
- Five components: Self-awareness, self-regulation, motivation, empathy, and social skills.
- Has a greater focus on the practical utility of EI in leadership and organizational settings.
Bar-On's Trait Model
- Conceptualizes EI asa set of emotional and social competencies that determine a person's well-being and harmony with other people.
- Includes personality traits; a strong emphasis is placed on the role of EI in maintaining good mental health.
- Relies on self-report questionnaires for the evaluation of EI.
Petrides' Trait EI Model
- Refers to a constellation of emotional self-perceptions located at the lower levels of personality hierarchies.
- The subjective nature of emotional experiences makes many of them difficult to operationalize or quantify.
- Self-report measures tap into people's perceptions of their emotional abilities.
Achieving Impactful Outcomes
Given the importance of EI in various domains,best practices should be instituted for assessing and developing EI. Truly effective assessment strategies will be able to capture the multi-dimensional nature of EI through the use of self-report measures in conjunction with performance-based tests and feedback from others. Conversely, developmental programs should be tailored to needs at the individual and group levels through the use of personal coaching, training sessions, and organization-level interventions.
Best Practices for Assessing Emotional Intelligence
Multi-Method Approaches
- Combine self-report measures with performance-based tests and 360-degree feedback.
- Ensures a comprehensive assessment of the different facets of EI.
Context-Specific Assessments
- Ensure that assessments are performed in specific contexts and for specific goals of organizations or individuals.
- Recognize that the expression of EI changes with environment and role.
Continuous and Developmental Assessment
- Emphasizes ongoing assessment over one-shot assessments.
- Integrates regular feedback and plans for development on EI.
Best Practices forDeveloping Emotional Intelligence
Individual Development Programs
- Individual coaching and training in selected EI competencies.
- Mindfulness practices, emotional regulation exercises, reflective practices.
Group and Team Development
- Workshops and training programs with groups/teams to enhance collective EI.
- Activities that encourage team bonding, empathy, and good communication.
Integration into Organizational Culture
- Embed the development of EI into the DNA of the core values and practices of the organization.
- Incentivize the leadership to model high EI behaviors and support emotionally intelligent workplaces.
Only by implementing best
practices with regard to assessment and development will the full
potential underlying the individuals and groups come forth. Using
multi-method approaches, assessments fitted to specific contexts,
placing a continuous emphasis on development, and integrating EI into
the culture of organizations are ways in which practitioners can
effectively and sustainably implement their EI initiatives. These
efforts will go toward not only the personal and professional success of
an individual but also the building of empathetic, resilient,
high-performing organizations and communities. Inasmuch as the
theoretical underpinning and practical applications are pursued, the
field of EI will continue to grow, affording valuable insights and means
through which emotional intelligence can be fostered.