Mitmekesisuse “rikastav” võimekus on lausa klišee ja selle sisu jääb paljudel juhtudel hämaraks, kuid mitmekesisusest võib tõesti lisandväärtust tõusta, kui sellega teadlikult tegeleda. Takistusi on siin mitmeid, millest stereotüüpne mõtlemine on paljude autorite arvates üks peamisi tegureid. Siin siis üks artikkel, mis võiks huvi pakkuda nendele, kes tõsimeeli huvitet mitmekesisusest kui võimalusest organisatsioonis uut või teistsugust kvaliteeti tekitama.
Organisatsioon on (enamasti) kollektiiv ehk allsüsteemide võrgustik, mida siinviidatud artiklis konteksti selgitamisel mõtestatakse veidi teistsuguses sõnastuses:
team diversity should be a core element in considering the team-based organization of knowledge work. […] Beneﬁting from team diversity in knowledge work requires more than composing diverse teams, […] Theory and evidence indicate that as a result of stereotype-based biases, team members may also respond negatively to dissimilar others
Kui eesmärgiks on sünergia loomine, siis …
Achieving synergistic beneﬁts from diversity requires that team processes are shaped such that negative interpersonal tensions that can be sparked by dissimilarity between team members are prevented and team information elaboration is stimulated.
We propose that integrating the notion of leadership for diversity mindsets into inclusive leadership theory results in a conceptualization of inclusive leadership that more precisely captures how leadership may engender the team processes that are core to achieving synergistic performance beneﬁts from team diversity. Importantly, we argue that such a focus on diversity as an integral part of how the team performs its job is also a more effective way to create a sense of inclusion than a focus on psychological inclusion as a goal in and of itself
Vihjed kaasavast juhtimisest (selgub, et kaasamine on midagi rohkemat, kui koosoleku korraldamine või e-kirja teel info jagamine ja arvamuse küsimine :))
Inclusive leadership was proposed as leader behavior that would create a sense of inclusion and psychological safety that would make it possible for all team members to contribute their own perspective (Nembhard & Edmondson, 2006). Shore et al. (2011) proposed that inclusion – the core focus of inclusive leadership – should be understood to involve the experience of belongingness (i.e., being part of the group or organization) as well as the experience of distinctiveness (i.e., being a unique individual within that group or organization). […] the notion of inclusive leadership as encompassing a focus on valuing uniqueness and different perspectives ﬁts well with the notion of leadership to stimulate information elaboration in diverse teams.
preventing the negative effects of diversity (i.e., unfairness and discrimination) is a necessary but insufﬁcient condition for stimulating synergistic outcomes because absent the biases that stand in the way of equal employment opportunity and effective teamwork, knowledge work teams will only engage in information elaboration to the extent that they are motivated and able to do so (van Knippenberg et al., 2004). […] the concept of diversity mindsets: team cognition reﬂecting team members’ understanding of their team’s diversity and how to engage with it (i.e., the understanding is speciﬁc to the team and the team’s composition and not a generic, one-size-ﬁts-all understanding).
As we outlined in our analysis, we see a clear case to expect that such an emphasis on synergistic outcomes is not only more effective in realizing the performance beneﬁts of diversity but also in realizing the psychological and behavioral experience of inclusion. […] even when inclusive leadership would pursue shared diversity mindsets and shared team information elaboration, ensuring psychological and behavioral inclusion of team members from historically marginalized groups is a greater challenge than ensuring the inclusion of members of the traditional majority groups.
van Knippenberg, D., & van Ginkel, W. P. (2021). A Diversity Mindset Perspective on Inclusive Leadership. Group & Organization Management. https://doi.org/10.1177/1059601121997229