Diversity and inclusion — is it a matter of Bubbles?

Roy Clark and I have played in the corporate transformation space for many years. Our shared passions have resulted in us embarking on an exciting journey together — a research project that is a study into the behaviors of inclusive individuals. We have been conducting a series of interviews of individuals who inherently understand the impact of bias. To uncover their incredible stories and valuable insights into lessons that we can all learn to ensure that we can make fundamental changes as we take on this lifelong quest to be increasingly inclusive. We hope to find practical tools for leaders and humans to get to a place where those numbers start shifting and where we can, in small ways, ensure that this pandemic doesn’t wipe out years of progress for inclusion and equality.

Here’s what we’ve learned so far. Besides the fact that it is, of course, complex!

Those that get this stuff right know that we are all part of the system whether we are in the space of power or not — that we are all contributing to it. We can see it as a system with three distinct levels.

The human family.

We discover that as people, we can come together as a human family. COVID has made that even more powerful. During this Crisis, most have felt grief and fear, and hope in a collective. We discovered our deep connection as a human family. The concept was quick to spread — our shared humanity, the ability to reach out, show kindness, crush fake news and call out rubbish leadership as we battled this invisible beast together.

The individual.

Most find it easy to understand the beauty in individual humans. After all, each person is unique. Just. Like. Everyone. Else. And folks love that!

The big issue comes in the middle of these levels. Between the individual and the human race — it comes in the space between — The Bubbles.

The Bubbles.

These are the spaces where we create alignments and affiliations and groupings and labels. And somehow, in those same bubbles, the “power of we” begins to dominate. Our alignment becomes our dominant allegiance. No longer to the individual nor Homo Sapiens.

At this stage during the Corona Crisis, for example, we hear things like — “this is so hard on the youth,” “so hard for the elderly,” “so hard for children,” “so hard for women,” etc. It is so hard for us all. Everyone is a victim. Every. One. Is. A victim.

So who is the most victim?

Who is the “most victim” is the core of it. We experience a similar “who is the most victim” mentality at work. Success requires hard work. It takes sacrifice. Life itself is complex. Nobody gets a free ride. And we all feel like we deserve the success we have achieved. Everyone has had a battle.

So who has had the worst battle? And can we step out victim long enough to ask that question?

It is seemingly challenging when we are in this “power of we” to recognize that, although we may be victims of one injustice or another in work in our personal lives, we may also very well be perpetrators of injustice in another.

We. May. Be. Perpetrators. Of. Injustice. In. Another.

Although we are indeed victims in one collective, others are in collectives that need a louder voice. Perhaps because of legalized inequality or, much worse, widespread normalized inequality. (An example of normalized inequality would be when we hear leaders proudly stating that we aim for 30% of women in leadership when the world is 50% female.)

The Bubbles has been a massive breakthrough for us as we get into the research. And something we are grappling with personally. It’s a journey into trying to recognize the system and our very role within it.

Lessons from the Research.

Inclusive individuals feel it is part of their life’s work to create space for those not heard; they understand the Bubbles. They know how to create space for all individuals to thrive without making the victim solve the problem.

That’s what we’ve traditionally done in transformation interventions — asked the minority to solve. But the victim can never make the change. The ones suffering in the system cannot be the ones to fix it — they may have the answers, but they do not have that power. So what can be done?

How can I help?

In his book “Originals, how non — conformists move the world,” Adam grant highlights some of the risks of venting — of focusing on the perpetrator of injustice. He proposes instead reflecting on the victims who have suffered from it. “Research demonstrates that when we are angry at others, we aim for retaliation or revenge. But when we are angry for others, we seek out justice and a better system. We don’t just want to punish; we want to help.”

How can I help? What an incredible leadership tool — listening and then hearing and then doing something about it. We may listen to new problems that need solving, new situations that need addressing, and new ideas to address them creatively. The victim knows what they need to thrive — they don’t have the power to change it. By listening — leaders can make that change for them.

A new social contract.

It may be time for a new contract with teams, a new team social contract.

In pre-crisis work, we had an unwritten social contract with our teams — this is how we show up, this how we do things as it were — but when staff is at home, how has that changed? Of course, leaders are aware that it has changed and know that your expectations are different, but is that clear to the team — has this conversation been had? The dynamics have shifted, and without a deliberate response that considers the implications of all actions, the situation will worsen.

Seek out the difference.

Inclusive individuals understand that we are equal without having to be the same. We all have bias, blind spots, dark spaces. Nobody gets this right — but they keep trying to figure it out. They are on a constant journey of learning. They know that we are all different and that it is not bad.

People want to be seen, acknowledged, and allowed to stand shoulder to shoulder with all our difference. But also with all the rights and obligations that come with equality. The only way to figure this out is to get into a relationship with each other, find other spaces, meet new tribes and new “bubbles” that will test assumptions and understanding.

Our views, thoughts, and habits naturally become tied to the people we spend most of our time with. It makes sense that you would work with people like you. Folks that studied similar things are interested in similar things, naturally find themselves working in similar places. These people become your tribe, your peeps, your team. You’ve probably heard the Jim Rohn quote, “You’re the average of the five people spend the most time with,” have you ever considered who these people are or the impact they are having on your life? Do you have anyone utterly different in your 5?

The important thing about getting into authentic relationships with those different from you is that you learn and understand from people you would not naturally have selected. These relationships provide a balance between having a trusted, safe place to share; and having a group that will take you utterly outside of your comfort zone. Feedback in the real world comes spontaneously, unexpectedly, sometimes, and often painfully — but it comes. How much better to get feedback from a trusted voice, delivered in love and generosity that will help to learn, grow, lead and thrive?

Diversity and inclusion have never just been topics that could be side stories for corporate strategies — they are leadership concepts that modern organizations need to grasp and embrace fully to ensure the sustainability of the corporate culture and business as a whole. And increasingly importantly, they are topics that we need to begin embracing fully in our daily lives. With COVID, organizations need to adopt essential survival strategies, and perhaps it all starts with the Bubbles.