Is the Pace of Change a Limiting Factor to the Successful Implementation of DEI?

The Ancient Greek philosopher Heraclitus once said, “Change is the only constant in life.” Today, this phrase couldn’t be more appropriate, especially given the increasing speed and volume of change that workplaces are experiencing.  

Much of the work surrounding DEI draws some parallels with the principles of change management. The implementation of initiatives designed to work towards organisational goals to develop diversity, increase a sense of inclusivity or build equity all look to implement some form of change. Naturally the degree to which the change impacts employees varies. But undoubtedly the work of DEI is about change.

So, with this in mind, to what degree is the pace at which initiatives are implemented a limiting factor to the successful implementation of those goals? How can we judge pacing change with an organisations ability to respond positively to the change?

The implementation of change should start with the effective communication of why. In DEI, the why will include the business and moral case, translated into a strategy for change (data led and outcome focussed!). But the work of DEI is a marathon not a sprint, and pacing DEI work in tune with the pace at which an organisation can handle is really important.

What factors drive the pace of change?

In the context of the broad field of organisational change, factors driving pace may be framed by the project scope, leadership effectiveness, culture, resources or an impending event. But in DEI the timeframe is more commonly determined by the leadership team and DEI practitioner. Which prompts the question, how do we pace DEI change for peak effectiveness?  Pacing change at a rate which is effective is no easy task.

Initiating actions too fast can lead to employee fatigue and consequentially inhibit the very goals we are aiming to achieve. Communicating and advocating for change too slowly puts an organisation at risk of losing talent, legal and reputational risks, reduced innovation and creativity and a lack of customer trust.

So how do we best judge the pace of change to achieve the optimum progress and effectiveness for an organisation.

Leadership Buy In

My research and experience leads to me believe that effective change will only be achieved when leadership has “bought in” to the objectives proposed. Whilst leadership may be aligned on the sentiment behind DEI, they may not always be agreed on the approach of how to go about driving change. Naturally there is a fear about what may be uncovered in this work; what if the change required is so systemic that we need to re-design the way we have always worked? If the leadership are half-heartedly embracing change and divided on the approach to enact change it is highly likely that the desired change will not be achieved- regardless of the pace set. 

Communications

There is a fine line to tread in communicating DEI associated change. A DEI initiative may aim to educate employees or share new ideas and propose a change to systems. The requirement for communication is huge, but over delivering information or engaging in a manner that triggers feelings of guilt often work against the objectives.  

Particularly in the DEI field where topics which may be triggering and emotionally challenging. The phenomenon of ‘diversity fatigue’ defined as ‘variation in the extent to which someone experiences a diminished response to or desensitisation toward diversity efforts’ (Smith, J.L. et. al., 2021) is increasingly common and very difficult to wholly avoid.

Smith identified that fatigue can manifest in feelings of burnout, frustration, and resentment and interestingly is common amongst those who feel there may be too much emphasis on DEI and those who feel responsible in driving the efforts forward.

One way in which diversity fatigue through increased communication may be avoided is to focus on the benefits to the individual in engaging with the communication or supporting the objective being targeted by the proposed initiative.

‘Reading the Room’ and Seeking Feedback

Feedback is critical to navigating change. Employees want to be engaged in what they’re implementing. Without ownership, lack of care for the solutions being created becomes a big issue. Even though employees are the ones who implement the solutions, the onus of success isn’t really on their shoulders unless they’re engaged in the development or rollout. And lack of engagement can breed complacency.

Bring your employees into the change process, get their opinions, evaluate their ideas and trust them to impart their wisdom regarding the process. After all, they’re the ones working on the day-to-day elements of the change and are typically the first to identify challenges. Extend the number of employees who can function as ally’s and champions across the organisation. Sharing the responsibility to pace change. But a note of caution, nothing will lose a workforce faster than performative actions, take these steps with intent, authenticity and meaning.

Giving and receiving feedback is not always easy, it takes courageous authenticity by the Provider of feedback. And it takes an ability to manage emotions and an appreciation of the value of the information being provided, by the Receiver. When giving and receiving feedback is done well, it truly is a gift, the power of which can be of immense benefit to both parties.

Collaboration

Company leaders should look to ensure that the management and drivers of change aren’t siloed. Collaboration isn’t simply asking for feedback after something has been implemented. It’s about involving everyone from the beginning and ensuring that plans are well known, understood and aligned before the implementation stage. DEI change isn’t up to any one of us. It’s up to all of us. Partnership is at the core of all of this work, starting at the very top. If you sense DEI is a solo mission in your organisation, that's a clear sign that resistance is in play.

Collaboration is also about collectively shaping a path to follow. It helps build ownership and creates a sense of undeniable accountability and transparency. Everyone knows their responsibility and, more importantly, can see their worth.

Through the above mechanisms we can check and adjust the pace of change, but it will always remain a challenge. There will be times when we race ahead, misjudge or respond too slowly. But if we can hold a space of compassion for those who are navigating the trajectory and understanding for those who we work alongside there is opportunity to make impactful changes in our workplaces. The journey is a human one and by definition will be imperfect.

References:

Smith, J. L., McPartlan, P., Poe, J., & Thoman, D. B. (2021). Diversity fatigue: A survey for measuring attitudes towards diversity enhancing efforts in academia. Cultural Diversity and Ethnic Minority Psychology, 27(4), 659–674