Forging Synergy: Unlocking Effective Change Through Integrating Organisational Development and Diversity Equity and Inclusion Practices
I have been exploring the fascinating field of Organisational Development (OD). This practice holds immense potential for Diversity, Equity and Inclusion (DEI) practitioners, providing valuable insights and approaches to enhance effectiveness.
My hypothesis revolved around the potential overlap between the two fields, DEI plays a pivotal role in achieving organisational change and development. Through my research, I have discovered a compelling synergy between the two disciplines.
OD is a comprehensive field that encompasses various aspects of work life. It involves human-oriented, complex processes and is often linked to creating healthier and more effective organisations through change. The primary focus is on understanding and leveraging connections within intricate systems to bring about positive transformations.
As I examine OD, I am struck by the striking similarities it shares with DEI work. The self-constructed definition of OD can easily be applied to DEI without losing its relevance.
In this blog, I have explored the OD approach to change and its connection with Action Research Theory in implementing DEI practices. I have discovered parallels between the approaches outlined in OD and my own DEI practice.
What is OD, and how does it intersect with DEI?
OD remains a field often misunderstood, with its exact origins not easily pinpointed. It emerged as early founders sought to comprehend the workings of post-World War II organisations. Thought leaders from US academic institutions collided with practitioners striving to navigate the complexities of the working world, giving birth to OD.
At its core, OD utilises processes derived from applied behavioural science to enhance an organisation's effectiveness while ensuring its ongoing health. The approach views organisations as living systems, emphasizing a strong understanding of oneself to intervene and drive change effectively.
Interestingly, many of the approaches we commonly use in DEI, and which are taken for granted in driving change, are backed by extensive theoretical research and practical outcomes from the field of OD. As I reflect on my own practices in DEI, I have noticed a natural alignment with the theory and practical applications outlined:
Organisational Change - Both OD and DEI aim to bring about organisational change. OD focuses on improving the effectiveness and performance of organisations through planned interventions, while DEI focuses on creating diverse and inclusive environments which often lead to improving the performance and effectiveness of organisations where individuals from diverse backgrounds can thrive.
Systems Perspective - Both fields take a systems perspective in their approach. OD recognises that organisations are complex systems with interconnected parts, and interventions should consider the interdependencies and interactions within the system. Similarly, DEI acknowledges that systems of privilege operate within organisations, and efforts to promote diversity and inclusion should address systemic barriers and biases.
Human Centred Approach - Both OD and DEI emphasize the importance of people within organisations. OD recognises the role of individuals and groups in driving organisational change and seeks to empower employees and foster collaboration. DEI focuses on recognising and valuing the unique perspectives, experiences, and contributions of individuals from diverse backgrounds.
Leadership and Culture - Both fields highlight the critical role of leadership and organisational culture in driving change. OD interventions often involve working with leaders to create a supportive culture that aligns with organisational goals. DEI efforts similarly emphasize the role of leadership in championing diversity and inclusion and cultivating an inclusive culture.
Process Orientation - OD and DEI both highlight the importance of a process-oriented approach to change. Both fields recognise that change is not a one-time event but an ongoing, iterative process. They involve engaging stakeholders, collecting data, setting goals, implementing interventions, and continuously assessing and adapting strategies based on feedback.
Approaches to Change Management: Traditional vs. OD
In the context of the practical application of DEI, I've noticed distinct differences in how change is approached in OD compared to the traditional methods. Here's a simplified breakdown:
Traditional Approach:
Focuses heavily on outcomes.
Led by experts, with change managed from the top down.
Assumes a predictable and controllable environment, following a predetermined roadmap.
OD Approach:
Balances emphasis on processes and outcomes.
Led by people with guidance from senior leaders.
Change is facilitated and engaging, giving people a voice to co-create, reshape, and revise their destiny.
While traditional change paradigms are designed for a predictable world, today's complex and rapidly changing environment calls for more agile approaches. The emergent change or agile change paradigms are alternatives that better suit this dynamic nature. Interestingly, the OD approach aligns with the agile approach to change I aim to employ as a DEI Practitioner.
However, adopting such a co-creative approach faces challenges, especially when traditionalist leaders hold decision-making power. Yet, Cheung-Judge and Holbeche (in their book 'Organisational Development – A Practitioner’s Guide', 2021) reveal how they blend the two approaches to satisfy traditionalist leadership while effectively implementing OD practices. They describe this balanced approach as "living on the edge of chaos," a phrase that might resonate with many change makers.
Action Research Theory
Action Research Theory is a core theoretical foundation that shapes OD practice, developed by Kurt Lewin in the 1930s. It involves a four-step iterative process:
1. Diagnosing:
Identifying a problem or issue: This could be a challenge faced by an organisation, a community, or a specific group of individuals.
Collecting relevant data: through interviews, observations, surveys, or document analysis. The data collection process focuses on gaining a deep understanding of the issue at hand and the context in which it exists.
Reflecting and analysing the data to gain insights
2. Planning:
Collaborating with stakeholders to develop and implement action plans.
3. Action Taking:
o Designing strategies, policies, or interventions to address the problem.
4. Evaluating Action:
Monitoring and evaluating the outcomes of the implemented actions.
Reflecting on the process to learn from the experience.
Action research aims to bridge the gap between theory and practice by conducting research in real-life settings and involving key stakeholders. It emphasises practical application and the active involvement of those affected by the change. The process is collaborative and rooted in the belief that knowledge is co-created between researchers and practitioners By engaging in action research, practitioners co-create knowledge, address complex problems, and drive positive social change.
Combining Action Research Theory with the OD approach can be the key to unlocking success in DEI initiatives.
The effective delivery of Action Research Theory, the principles of the OD approach to change, and best practice DEI show significant crossovers.
Its collaborative and participatory: Involving stakeholders in the research process empowers them and fosters ownership and inclusion, making DEI initiatives more successful. The action research approach involves these stakeholders in the research process, ensuring their voices, perspectives, and experiences are heard and incorporated.
It’s got to be specific - contextual understanding: DEI challenges can be complex and context-dependent. Tailoring initiatives to the specific context ensures they are more effective and sustainable in addressing the unique challenges of diversity and inclusion. Few successes will come from reading a DEI handbook and implementing all initiatives available. Firstly it is impossible to achieve, DEI fatigue will become prevalent and efforts will be so widely distributed that most initiatives will fail.
Its flexible - iterative and adaptive: The action research process is iterative, meaning it involves cycles of reflection, planning, implementation, and evaluation. This iterative nature aligns well with the evolving nature of DEI work. It allows for ongoing learning, adjustment, and improvement based on the insights gained from each cycle. DEI initiatives often require flexibility and adaptability to respond to emerging needs and challenges, and the action research approach facilitates this dynamic approach.
Its data led- data-driven decision-making: Using data to inform actions is crucial for understanding the current state of DEI, identifying gaps, and measuring progress. The action research approach encourages the use of quantitative and qualitative data to inform the development, implementation, and evaluation of initiatives. This data-driven decision-making ensures that actions are based on evidence and helps in tracking the impact of the initiatives over time.
Its outcome focussed - continuous learning and improvement: DEI work requires a commitment to continuous learning and improvement. The action research approach promotes reflection and learning throughout the process. By reflecting on the outcomes and experiences, stakeholders can identify what works, what doesn't, and why. This learning enables them to refine their strategies, adjust their approaches, and build upon successes.
The synergy between OD and DEI offers an opportunity for both to learn from each other, driving effective change in organisations. OD brings a systematic and holistic approach to organisational effectiveness, while DEI initiatives focus on creating inclusive and equitable cultures. By integrating these principles, organisations can foster inclusive environments and drive meaningful change.
Through continued collaboration and knowledge exchange, we can unlock the full potential of organisations to embrace diversity, equity, and inclusion, making a positive impact on individuals and communities alike.
The OD theories I have explored align with the principles and objectives of DEI initiatives. By actively involving stakeholders, co-creating solutions, understanding the context, being adaptive, using data-driven decision-making, and promoting continuous learning, the action research approach increases the likelihood of delivering successful DEI initiatives within organisations and communities.
The practice of OD and the pursuit of DEI have much to gain by learning from each other to achieve effective results in driving change. While OD brings a systematic and holistic approach to organisational effectiveness, DEI initiatives call for a deliberate focus on creating inclusive cultures and equitable practices. By integrating OD principles with DEI strategies, organisations can enhance their change efforts by incorporating a deep understanding of systems and dynamics while simultaneously centring the experiences and perspectives of diverse individuals. There is a reciprocal opportunity for OD to learn from DEI to further refine its understanding of power dynamics, privilege, and inclusion.
By embracing this synergy, continued collaboration and exchange of knowledge between OD and DEI we will work towards unlocking the full potential of organisations to foster inclusive environments and drive meaningful change.