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Juicy Nuggets for a Diversity Lunch

There is a lot of misunderstanding around the area of diversity – misunderstanding that can stop organisations realising the benefits diversity can bring. Academee diversity expert, David Deegan, looks at how challenging assumptions can help you overcome obstacles – clearing the way for a more diverse culture and a more successful organisation.

Many organisations seeking to promote diversity among their staff launch a ‘Diversity Week' initiative. Often one of the most common elements of ‘Diversity Week' is to have a few curries on offer in the staff canteen.

When I have asked people about this I have had comments such as, “But we have curry on the menu anyway,” so the idea either falls a bit flat or at worst is greeted with derision.

Many people don't realise that the word ‘curry' actually originates from Portuguese, and the varieties of curry on the UK high street, such as ‘Madras' or ‘Rogan Josh,' are all invented names to let customers know how hot particular dishes are.

So why is curry such a (hot) favourite for ‘Diversity Week'? Altering the canteen menu can be seen as a quick and visible way of drawing attention to the subject. However, it can be derided by those it is meant to engage. And if people know the true origins of curry vocabulary, it will be perceived even more scornfully. But more insidiously, it sends out the well-worn and inappropriate message that ‘diversity' purely equals ‘race.'

When arranging conferences or meetings, organisations will recognise that they need to think about individual dietary needs. A common reaction is, “Just provide a plate of vegetarian food – that will cover everyone.” How many times have you seen the meat-eaters plunder the vegetarian platter because it looks far more interesting than the usual offering? How many times have you seen ‘vegetarian' food limited to cheese sandwiches? What about those people who either cannot, or prefer not to, eat dairy products? What about other allergies? And we haven't even consider why, “Oh, just provide some vegetarian food,” is a very unimaginative and disrespectful approach to the fact that people have a very varied range of diets, many of which relate directly to beliefs, traditions and culture.

Sometimes a need only becomes apparent when a barrier is erected. Assuming a solution can create a barrier. One simple question - “Do you have any particular needs that we should be aware of?” – can open up possibilities rather than create barriers.

It sounds very straightforward, but taking this approach sends totally different messages. It says, “You are an individual.” It says, “We aren't making any assumptions.” It says, “ We may have barriers we don't know about - help us identify them.” It is a simple question but it conveys respect, and at the same time acknowledges that responsibility for addressing issues is shared between the organisation and the individual.

Addressing the need for one person can bring benefits to others.

A supermarket chain we worked with had a request from a young man who did not want to work on the aisles containing alcoholic drinks as he was a practising Muslim. His supervisor wanted to agree to the request but had raised it with the store manager as it did present difficulties with the staff rota. His dilemma was this - If I accommodate this man's religious beliefs, other staff may be unhappy about having to change where they work, and if I agree to it, what other requests will I get?

The store manager spoke to the member of staff and asked why he felt he could not work on the alcohol aisles. Was it because he might feel tempted? Was it expressly forbidden? It transpired that the young man was concerned about coming into contact with alcohol when cleaning up breakages. This seemed a genuine reason but the store manager wanted to clarify what was meant by ‘coming into contact' so that he could understand why it presented a problem. So he asked why the thick gloves provided were insufficient in preventing contact during spillages. He received the reply, “What gloves?”

He had never been told that particular heavy-duty gloves were available for dealing with spillages and breakages. It transpired that the young man was not the only person who had received insufficient health and safety training. It also transpired that wearing gloves was a perfectly acceptable solution to the young man and he was happy to work on any aisle. If the supervisor had simply accepted the initial request without any exploration then there could possibly have been some resentment from other staff. If they asked why his work pattern was changed and were given the answer, “It's because of his religion,” then that would not provide people with a deeper understanding and hence they would find it hard to be empathetic. But if they had not explored the nature of the request, the store might not have uncovered the inadequate health and safety training until an accident occurred.

I was facilitating a diversity awareness session recently and we were discussing various aspects of inappropriate language. I was asked to explain why “You aren't allowed to use the term ‘black coffee' anymore.” I was quite taken aback by this and said I wasn't aware that this was a banned phrase. The delegates had been told by their organisation that they could not use the terms ‘black coffee' or ‘white coffee' and that the preferred terms were ‘with or without milk.' The reason for this edict was because they didn't want to offend the black person in the office. Yes - that's right - there was only one.

I asked if this edict had come about because the person in question found it offensive or because the management thought it might be offensive. They didn't know the origin. They had just been told by their managers what they could and could not say. They had assumed it was true and that these words would cause offence. I suggested that they go back and ask their managers for an explanation of the origin and also the reasoning. The effect of this instruction to the staff was to instil fear. They were now desperate not to offend their black colleague.

Just because you have been told by someone in authority that something is offensive, does not preclude you asking the question ‘Why?' They may be in authority but that does not make them an authority on a subject. We are all adults. ‘Because I said so' is not a valid excuse for avoiding a question anymore.

We do not have to challenge or question something if we do not want to. But if we decide not to, then we must take responsibility if something goes awry due to miscommunication or misunderstanding.

Communication and language are vital parts of the diversity agenda.

The transition of political language from ‘equality' to ‘diversity' is a smart move, yet still poorly understood by many. ‘Equality' is about ensuring that everyone has equal access to services and employment. It is driven by legislation. ‘Diversity' is about understanding that everyone is unique and covers far more than legislation. Organisations who are proactive in the field of diversity recognise that difference takes many forms. Difference goes beyond age, class, disability, gender, faith, race or sexual orientation. But more than that, they recognise the value that these differences bring.

There are five key learning points that can help avoid misunderstanding, challenge assumptions and help you create a culture of diversity to make your organisation a more successful one:

1. Think about what you trying to say when you announce a diversity initiative. Choose the right way to send your message. Remember that diversity is not only about issues such as diet and disability – it's about individuality.
2. Think about who is communicating the message. Studies have shown that any diversity initiative is more effective when the message is not just communicated, but lived and breathed by senior managers.
3. Ask people what their individual needs are, and act on them. You will find you can make many improvements you that go beyond topics such as race, gender and age. By asking questions and acting on the answers, you may find that you improve the service you provide for many people.
4. Addressing needs in this way, and highlighting the benefits this brings, sends the message that diversity is actually about continuous improvement, and is an integral part of your business. Diversity is no longer something to fear, or an added chore - it is key to good customer service and makes excellent business sense.
5. If people raise an objection, or highlight a need, and you don't understand the reason, ask for clarification. It may open up new perspectives and opportunities!

About the author

David Deegan is a consultant with over 12 years experience in the design and delivery of learning and development, and an expert in the field of diversity and inclusion. David welcomes your views on this article and can be contacted at david.deegan@academee.com.