Siinviidatu leidis koha selles uudistevoos peamiselt kahel põhjusel. Esiteks, tekstis tegeletakse küsimusega, mis mitme organisatsiooni igapäevakäitumise praktikate kaudu on minule nähtavad ja seetõttu on siinne tekst omamoodi triviaalne, kuid organisatsiooni käitumisloogikate mõistmiseks siiski väga kasulik. Teiseks, artiklis kasutavad autorid teoreetilisi perspektiive, mis on tuntud ja kasutusel nii organisatsioonide, turvalisuse kui jätkusuutlikkuse-kestliku arengu valdkondades ja seetõttu on siinsed mõttekäigud huvitavaks mõtteergutiks.

Konteksti avades märgitakse muuhulgas:

Despite growing recognition in inclusion as a critical leadership issue (e.g., Nishii, Khattab, Shemla, & Paluch, 2018; Nishii & Leroy, 2020), research suggests that there is considerable variability in the effectiveness of diversity and inclusion initiatives across organizations (e.g., Acquavita, Pittman, Gibbons, & Castellanos-Brown, 2009; Chung et al., 2020; Gonzalez & DeNisi, 2009; Mor Barak et al., 2016; Nishii, 2013; Shore, Cleveland, & Sanchez, 2018). In particular, diversity has more constructive effects on organizational functioning in climates that are supportive of diversity, such as inclusion climates

Retoorika-praktika kooskõlast:

observable gaps between espoused and enacted procedures are considered to be an objective organizational attribute that reflects discrepancies between policy and practice and are also discussed as a key issue in other facets of climate, such as safety (Luria, 2016; Zohar & Luria, 2004, 2005, 2010). Simply stated, decoupling refers to failing to “walk the talk”

Eesmärk ja ambitsioon:

In this article, we draw on climate theory to develop a conceptual model that focuses on policy-practice decoupling as a mediator between inclusive leadership and climate for inclusion. We propose that as organizational policies are mostly influenced by top level leadership, that is, chief executive officers (CEOs), and daily practices are mostly influenced by the group level leadership (supervisors and team managers), inclusive leadership should exist in both of these levels to avoid policy-practice decoupling.

Kaasav juhtimine tähendab erinevate vaadete kaasamist, mitte ainult meeldivate ja peavooluga kooskõlas olevate vaadete kaasamist

A key element here is that inclusive leaders focus on bringing together input from team members of different perspectives to generate synergetic performance outcomes such as higher-quality decision and greater creativity and innovation—or more broadly stated, higher-quality knowledge work performance

… näiteks

For example, employee A will tend to more frequently interact with other members of the majority group, a process that will reinforce their personal interpretation that inclusion climate is high. Similarly, employee B is more likely to interact with employees from minority or underrepresented groups, and therefore, the same reinforcement process will strengthen their interpretation that inclusion is not truly important in the organization, resulting in low inclusion climate perceptions.

Lugemisisu suurendamiseks vaid üks üldine järeldus:

By consistent managerial behavior that demonstrates the importance of inclusion, inclusive group leaders decrease inclusion policy-practice decoupling and create an organizational environment in which all employees perceive they are expected to behave in an inclusive manner.

Mor Barak, M. E., Luria, G., & Brimhall, K. C. (2021). What Leaders Say versus What They Do: Inclusive Leadership, Policy-Practice Decoupling, and the Anomaly of Climate for Inclusion. Group & Organization Management. https://doi.org/10.1177/10596011211005916