A number of things came to mind – many of which I gleaned from courses I’ve run – and topmost appears to be the need for us to actually internalise diversity rather than merely tolerate it. Tolerate has a kind of gritted teeth feeling to it. It says: “I’ll put up with your differences, even though I neither understand nor like them.â€
Internalising means that I have taken note of our differences, run them through my prejudice/potential threat barometer, and found that I’m sufficiently comfortable to give them no added loading – positive or negative - when we’re interacting. Our differences alone have no “power†to cause me to behave in a certain manner because - well……they’re just differences.
Leveraging diversity is the next step after internalising – it’s all about embracing diversity by acknowledging its innate power. The fact that we are different means that my challenges are counterbalanced by your strengths and vice versa. A win-win. This is where we need to be in business. Leveraging diversity must be one of the pillars which uphold our company vision and values.
Which takes me back to: Why the upswing in the demand for diversity training? It’s common sense when we analyse it – together we are stronger – together we succeed - divided we fall!
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