Why Are Some Corporate Diversity Management Initiatives Carried to a Premature Grave?

p>I recently came across a question on Twitter thatthe kind of project that can quickly be pushed to a
immediately caught my attention. In connection with theback burner - or discontinued completely - when the
resignation of Siemens' Diversity Manager, Jill Lee,collective attention is drawn in another direction.
German diversity consultant, Sonja App asked: "Why5. The organization does not experience a true
do Diversity Manager give up so often?" I had read anrenewal via diversity and inclusion. Instead of
article entitled "Maennlich. Farblos. Deutsch" (translation:successfully integrating and weighting important
"Male. Colorless. German.") about Ms. Lee's resignationimpulses and innovations made by new segments of
in Germany's Sueddeutsche Zeitung a few daysthe workforce, assimilation to the traditional mainstream
before.culture remains the only really valid benchmark for
Her story is one of many that (unfortunately) seemsbelonging - and success.
all-too-familiar.4. Diversity and Inclusion are defined in such a way
Inspired by Ms. App's question, I made a spontaneousthat mainstream staff experience it as a bonus
list of the Top 10 reasons why some Diversitysystem for "the others" instead of an enrichment for
Managers throw in the towel, and why some entirethe entire company. They have the feeling this bonus is
Diversity Management initiatives see themselvesbeing given at their expense, and therefore aren't as
carried to an early graveopen or cooperative as they need to be to effectively
10. The Diversity initiative was designed to controlsupport the process.
something it has no control over - namely: the way3. Internal resistance to Diversity and Inclusion initiatives
people think - instead of concentrating on what it doesis not regarded as an integral - and natural! - part of
have the power to influence namely: the way peoplethe process. Therefore neither senior management nor
act.the staff have developed strategies to effectively deal
9. Expectations on employee behavior and interactionwith the frustration and tension this resistance will
are not communicated in a clear, pragmatic andcause. Instead resistance is interpreted as a sign the
situative fashion. Instead of experiencing a dynamicprocess is not working.
sense of community, employee groups experience a2. Diversity Managers are not given the competencies
stilted sense of estrangement from one another.they need to really make a (long-term) change. They
8. There are no real consequences for actions thatfeel like - and are perceived to be - "paper tigers".
undermine the Diversity initiative. Therefore, employees1. Diversity and Inclusion is not perceived and
on both sides of the spectrum - those who disregardexperienced as a true priority of senior management.
the process, as well as those who look to it forTherefore Diversity Management is seen as an
support - do not take the process seriously.appendage instead of as a fundamental element of
7. Important tasks that impact the implementation ofthe corporate identity or the corporate vision.
the initiative are entrusted to employees who either doUntil corporate leadership, as well as diversity and
not understand - or simply do not support - diversity.inclusion consultants, begin to aggressively search for
Successful Diversity Management is not reallyand outline effective methods of integrating concrete
important to these people and they may eventactics to avoid these stumbling blocks into their overall
(subconsciously) want it to fail.diversity management strategies, many well-planned
6. There are no clearly defined objectives that areand much-needed diversity management initiatives will
directly linked to the corporate mission. This makefind themselves prematurely shelved - once again
diversity seem like a "feel good" project or an initiativeleaving important marketplace unmined.
to help the "under-privileged". In other words, precisely