D&I Programs will be More Effective with an Examination of Power Dynamics

An approach to diversity and inclusion based on an understanding of power dynamics among groups is important. Leaders need to be aware of who has a “voice” in the organization and who may be being silenced. In my work with groups – both inside and outside corporations — I’ve been struck by the surface and incomplete interpretations of behavior that are made in the absence of such dynamics. Too often, sub-par performance among members of majority groups are still rationalized, explained away, and otherwise forgiven, whereas similar performance by marginalized groups (e.g., women of color) are subject to intense scrutiny, attributed to overall incompetence, and often result in irreversible damage to reputation and standing. As has been documented in research, dominant group members often have strong informal relationships with senior power holders whereas those from marginalized groups do not. One step for D and I programs is to get more granular in assessing how their programs work to “even out” such power dynamics. For example, in formal mentoring programs, are mentors providing equal knowledge of organizational politics and access to senior people to their majority and minority mentors? My research shows that this is not the case, in looking at white women mentees vs. women of color mentees. http://www.catalyst.org/knowledge/optimizing-mentoring-programs-women-color

Outcome measures such as overall satisfaction with the mentoring relationships are incomplete. Without an understanding of how willing power holders are to share their influence with those “unusual suspects” from minority groups, D&I programs and practices will not be as effective as they could be or as they were intended to be.