DEI – The Strength of Behavior Based Change
In fostering a welcoming, diverse and inclusive organizational environment, it’s not solely about grand systemic overhauls; rather, it’s the nuanced fabric of organizational identity and culture that holds paramount importance. While vision statements and values serve as essential support pillars, it’s the multitude of minor interactions that truly shape the ethos of a workplace. These small-scale, day-to-day exchanges—between leaders and their teams, among colleagues, and with clients—are akin to personal habits but collectively form the organizational “habits” that wield significant influence.
Just as individual habits define personal identity—a non-smoker, a reader, a diligent learner—it is the cumulative effect of routine actions, words, and affirmations that sculpt an organizational culture. These interactions establish a culture of inclusion, one that champions diversity and dismantles barriers in recruitment. Ultimately, they delineate the organizational identity and culture as experienced by its members, serving as the fundamental elements that either bolster or erode diversity, equity, and inclusion initiatives. These are the building blocks and destroyers of your DEI.These are the building blocks and destroyers of your DEI.
In Atomic habits, the author James Clear states that “you don’t rise to the level of your goals, you fall to the level of your systems.” The winning team and the losing team, had the same goals, but the winning team had better systems- systems of training, coaching, performance monitoring and recovery. He goes on to say that in order to change your habits, you must create better systems, but even that is not enough. You must understand how to bring about change.
James Clear discusses the layers of behaviour change using the analogy of an onion. He describes four layers, each representing a different aspect of habit formation:
Outcome: The outermost layer of the onion represents the outcome or the result that you want to achieve. This could be a goal you’re striving for, such as losing weight, getting fit, or writing a book. While outcomes are important for setting direction, Clear suggests that they are not the most effective focus for behaviour change.
Process: The second layer represents the process, or the habits and systems that lead to the desired outcome. This layer is where the real work of behaviour change happens. Instead of solely focusing on the end result, Clear advises concentrating on building effective habits and routines that will lead to success.
Identity: The third layer represents identity, or the beliefs, values, and self-image that shape your behaviour. Clear argues that true behaviour change occurs when it is aligned with your identity. For example, if you want to become a writer, you need to adopt the identity of a writer and consistently engage in writing habits.
Values: The innermost layer of the onion represents values, which are the core principles and beliefs that guide your behaviour. Clear suggests that behaviour change is most sustainable when it is rooted in your values. When your habits align with your values and identity, they become ingrained in who you are.
By understanding and addressing each layer of behaviour change, Clear provides a comprehensive framework for creating lasting habits and achieving meaningful results.
Let’s explore how the layers of change can be applied within an organization to support diversity, equity, and inclusion (DEI) efforts:
Outcomes:
Define clear and measurable DEI goals and objectives for the organization, such as increasing representation of underrepresented groups in leadership positions, reducing bias in hiring and promotion processes, and creating an inclusive work environment where all employees feel valued and respected.
Develop key performance indicators (KPIs) to track progress towards these DEI goals and hold leaders and teams accountable for achieving them.
Process:
Implement inclusive hiring and promotion practices, including bias training for hiring managers, diverse candidate slates, structured interview processes, and regular reviews of promotion criteria to ensure fairness and equity.
Establish employee resource groups (ERGs) or affinity groups to provide support, networking opportunities, and a sense of belonging for underrepresented employees.
Offer diversity training and workshops for all employees to increase awareness, understanding, and skills related to DEI topics such as unconscious bias, cultural competence, and inclusive communication.
Identity/Culture:
Foster a culture of inclusion where diversity is celebrated and valued as a source of strength and innovation.
Encourage leaders and employees to examine their own identities, biases, and privileges through reflection exercises, dialogues, and storytelling sessions.
Promote cultural competence by encouraging cross-cultural interactions, sharing diverse perspectives, and incorporating diverse voices and experiences into decision-making processes.
Values:
Align DEI initiatives with the organization’s core values and mission statement to demonstrate a commitment to equity and social responsibility.
Encourage leaders and employees to embody inclusive values such as respect, empathy, integrity, and fairness in their daily interactions and decision-making.
Recognize and reward behaviours that support DEI, such as inclusive leadership, allyship, and collaboration across diverse teams.
By integrating the layers of change into DEI efforts, organizations can create a holistic approach to fostering diversity, equity, and inclusion that encompasses both structural changes and cultural shifts. This approach ensures that DEI initiatives are not just superficial or tokenistic but are deeply embedded in the organization’s values, processes, and identity, leading to meaningful and sustainable change.
The Importance of collaborative Co-Design in each Layer
Collaborative co-design can be a powerful approach to implementing each of the four items—Outcomes, Process, Identity/Culture, and Values—within an organization’s diversity, equity, and inclusion (DEI) initiatives. Here’s how collaborative co-design can be utilized for each item:
Outcomes:
Collaborative Goal Setting: Bring together stakeholders from diverse backgrounds, most importantly, include marginalised peoples, not employed by your organisation, also include employees from different levels and departments, as well as external partners and community members, to co-create DEI goals and objectives. Use participatory workshops, focus groups, or surveys to gather input and ensure that the goals reflect the needs and priorities of all stakeholders including those who are unable to get past your selection and recruiting and promoting processes.
Co-Development of Metrics: Work collaboratively to develop key performance indicators (KPIs) and metrics to measure progress towards DEI goals. Engage stakeholders inside and outside you organisation, particularly from marginalised people who are underrepresented in your organisation and who are not employed by your organisation. (make sure you pay them) for their time) in identifying relevant metrics, setting targets, and establishing mechanisms for tracking and reporting progress.
Process:
Co-Design of Policies and Practices: Involve employees and especially non-employees, particularly those who narrowly missed selection and who are from marginalised communities, in the co-design of inclusive hiring, promotion, and retention practices. Hold co-design workshops or working groups where stakeholders can provide input, share experiences, and co-create solutions to address systemic barriers and biases.
Prototyping and Testing: Use collaborative co-design to prototype and test new processes and initiatives before full-scale implementation. Invite stakeholders to participate in pilot programs, feedback sessions, and iterative improvement cycles to refine and optimize DEI practices.
Identity/Culture:
Shared Visioning and Storytelling: Facilitate collaborative visioning sessions where stakeholders can collectively articulate and envision a culture of inclusion and belonging. Encourage storytelling and sharing of personal experiences to deepen understanding and empathy across diverse identities.
Cultural Immersion and Exchange: Organize cross-cultural immersion experiences, cultural competency trainings, and identity-based affinity group dialogues to promote understanding, appreciation, and celebration of diverse identities and perspectives.
Values:
Values Alignment Workshops: Conduct collaborative workshops to explore and articulate shared values related to diversity, equity, and inclusion. Engage stakeholders in discussions and activities to identify core values and principles that guide DEI efforts within the organization.
Co-Creation of Recognition and Reward Systems: Involve employees in designing recognition and reward systems that incentivize behaviours aligned with DEI values. Co-design programs that acknowledge and celebrate inclusive leadership, allyship, and contributions to creating an inclusive workplace culture.
By leveraging collaborative co-design approaches, organizations can tap into the collective wisdom, creativity, and diversity of their stakeholders to co-create and implement more effective and sustainable DEI initiatives. This participatory approach not only fosters ownership and buy-in but also ensures that DEI efforts are responsive to the needs and experiences of those they aim to serve.
The Importance of Individual Personal Interactions in Transforming Culture.
In “Atomic Habits” Clear delves into the concept that personal identity is shaped by the consistent, small actions we take on a daily basis. Here’s an explanation:
Habits Shape Identity: Clear argues that our habits are not just behaviours, but they also play a crucial role in shaping our identity—the way we see ourselves and how others perceive us. Each time we engage in a particular behaviour, we reinforce a belief about who we are. For example, if someone consistently exercises every morning, they may start to see themselves as an active and health-conscious person.
Identity-Based Habits: Clear introduces the idea of identity-based habits, which are behaviours that align with the identity we wish to embody. Instead of focusing solely on the outcome we desire, such as losing weight or writing a book, Clear suggests shifting our focus to the type of person we want to become. By adopting habits that align with this desired identity, we reinforce that identity with every action we take.
Consistency and Repetition: Clear emphasizes that it’s not just the magnitude of our actions that shapes our identity, but the frequency and consistency with which we perform them. Small actions repeated over time compound into significant changes in how we perceive ourselves and how others perceive us. For example, practicing the guitar for just a few minutes each day can lead to mastery over time and reinforce an identity as a musician.
Feedback Loop: Engaging in identity-based habits creates a feedback loop between our actions and our identity. As we consistently behave in ways that align with our desired identity, we receive positive reinforcement that strengthens our belief in that identity. This, in turn, motivates us to continue engaging in those behaviours, creating a self-reinforcing cycle.
Transformation Through Habits: By recognizing the power of habits to shape our identity, Clear suggests that we can intentionally cultivate the person we want to become. By focusing on small, consistent actions that align with our desired identity, we can gradually transform ourselves and achieve meaningful change in our lives.
In summary, Clear’s idea is that our identity is not fixed but is continually shaped by the habits and behaviours we engage in. By understanding this concept, we can leverage the power of habits to intentionally craft the person we want to be.
Applying the concept of small everyday interactions and identity-based habits within an organization can be a powerful tool for fostering cultural change and shaping a positive organizational identity. Here’s how it can be done:
Define Desired Organizational Identity: Start by defining the desired organizational identity and culture. This could include values such as inclusivity, collaboration, respect, and empathy. Ensure that this identity is clearly communicated and understood throughout the organization.
Identify Identity-Based Habits: Once the desired organizational identity is established, identify specific identity-based habits that align with it. These could include behaviours such as actively listening to colleagues, giving constructive feedback, showing appreciation for others’ contributions, and seeking out diverse perspectives in decision-making.
Encourage Small Everyday Interactions: Create opportunities for small, everyday interactions among employees, executives, leaders, and managers that reinforce the desired organizational identity. This could involve implementing practices such as daily check-ins, informal coffee chats, team-building activities, and collaborative problem-solving sessions.
Lead by Example: Leaders and managers play a crucial role in shaping organizational culture through their actions and behaviours. Encourage leaders to model the desired identity-based habits in their interactions with others. When employees see leaders embodying these behaviours, it reinforces the importance of the desired culture and encourages them to follow suit.
Provide Feedback and Recognition: Regularly provide feedback and recognition to employees who demonstrate identity-based habits that support the desired organizational culture. Highlight specific examples of behaviours that align with the organizational identity and celebrate individuals who exemplify these values.
Embed Identity-Based Habits into Processes and Systems: Integrate identity-based habits into existing organizational processes and systems to institutionalize cultural change. For example, incorporate inclusive communication practices into meetings, revise performance evaluations to assess employees’ contributions to the organizational culture, and align rewards and recognition programs with desired identity-based behaviours.
Promote Learning and Development: Offer training and development opportunities to help employees build the skills and mindset needed to embody the desired organizational identity. This could include workshops on communication, empathy, diversity, and inclusion, as well as leadership development programs that emphasize the importance of modelling the desired behaviours.
Monitor Progress and Adjust as Needed: Continuously monitor progress towards cultural change and adjust strategies as needed based on feedback and outcomes. Solicit input from employees at all levels of the organization to ensure that the cultural change efforts are aligned with their needs and experiences.
By focusing on small, everyday interactions and identity-based habits, organizations can create a culture that reflects their desired values and identity. Over time, these small actions can compound to bring about meaningful cultural change and establish a strong organizational identity that drives success and employee engagement.
Kimberly Olsen is a well known Business Coach, and Diversity and Inclusion Consultant. She is founder of Trans Employment program Australia. She won the 2018 Sapphire Inspire Award for her work in Diversity and Inclusion. If you would like to apply behaviour based change to your DEI program, go to www.kimberlyolsen.com.au