How can you keep your diversity and inclusion discussions on track?

The Guiding Principles of A.L.O.H.A. - We provide clients with a framework for internal and external regulation. My wife and partner, Dr. Gerry Ebalaroza-Tunnell designed it in her dissertation work. Ask - foster inquiry within yourself and for the conversation to avoid unnecessary bias or opinion. Listen - Develop a sincere curiosity for what is being shared as well as for your own somatic response. Observe - Observe the energy of the room, the energy being exchanged and your internal dialogue. Heart-Focus - remain focused on fostering emotions centered around empathy, inclusion, and gratitude for the conversation and participants. Adapt & Acknowledge - Be prepared to adapt your position and acknowledge your own shift in perspective.

Try to engage the team members by exploring their understanding of the “diversity and inclusion” is. It would make it more of an organic exercise than being shoved upon them by some external agency.

Almost all my sessions have some element of diversity and inclusion discussions. When this happens, I try and stay on track, reframe questions that elicit an emotional reaction & encourage all participants to share their views. Asking empathetic and thought-provoking questions is my forte as this helps evoke thinking on a deeper level for participants. If at all the conversation gets heated, I take a break or pause the conversation so that everyone can think rationally. I also make sure to engage in meaningful discussions with my colleagues & peers because as we know, change starts from within.

There are a few things to consider. Know your audience. Ask yourself, "Is the conversation with someone who is responsible for participating or initiating DEIB initiatives?". A participant (any worker or work group) when topics are uncomfortable, aversion or avoidance can be triggered. You'll know this when you hear the following questions: "Why are we talking about this?" or "Did something happen?". Prepare for this by composing reasons why DEIB, just like OSHA, is a practice not an occurrence. It requires diligence, mindfulness, and reinforcement to avoid injury.

One thing I've found helpful is to ask participants to balance their curiosity with kindness and offense with limited empathy. Although limited empathy sounds bad, let me explain. If you offend someone, most likely your opinion differs and you view what you said as nonoffensive. You can't empathize with that, but you know what it feels like to be offended. Image that thing someone could say that would offend you. It is not exact, but limited empathy can help prevent the habit of defending a position...instead of listening or attempting to reconcile.

Whenever possible, use a framework that participants are familiar with. For example, some companies live and die by SWOT analysis which is a framework to assess strengths, weaknesses, opportunities, and threats. Image a discussion where the current level of cultural competence runs through a SWOT. In any case, be prepared to separate objective from subjective opinions. Set an expectation that you will make space for observed behaviors (OB)and lived experiences (LE). Embrace that everyone's feelings about those OBs and LEs may not be shared...and that is okay.