Reducing DEI to Diversity Isn't a Strategy
The Economist suggests DEI initiatives are examples of muddled thinking. But their approach of reducing DEI to diversity does not a strategy make.
Have diversity initiatives become a form of muddled thinking? That's what The Economist suggests. In their minds, "the case for diversity" has been "[dressed] up in pseudoscience."
Business leaders have succumbed to confirmation bias. They believe greater diversity will yield greater profit. And they search out data to confirm their theory. In so doing, they ignore other compelling evidence to the contrary.
They've also set specific targets, or quotas, which has opened their initiatives to greater scrutiny.
Diversity isn't a bad thing. It's a desirable goal, says The Economist. But we've been doing it wrong.
Don't set specific goals. No timelines. No numbers. Speak about your commitment in broad strokes. "The gems of top talent are found in every community and corner of the world. To build the best teams, we source top talent wherever we find it." This is how we should speak about diversity. This is how it should be done.
Of course, this reduces DEI to diversity. It says nothing of equity or inclusion. Perhaps that's by design. Maybe we don't need to focus on the other two. Just get people in the door. The rest is up to them.
If this is the case, The Economist should make their argument less muddled. Be clear: Forget equity and inclusion. We're making the case for diversity—the only case to be made.