Silencing the Echo Chamber

The question of who is listening, although key in the field of DEI, must run parallel to the question of who is speaking.

I recently interviewed Sue Unerman , Chief Transformation Officer and Global Head of Relevance at EssenceMadiacomX for Episode 32 of Why Care?, where we spoke about the importance of cultivating belonging within organisations. I wanted to pick up on one thread of our conversation that truly resonated with me: the significance of who is actively involved - that is both listening and speaking - in conversations surrounding DEI, as it is a growing challenge that those who hold the most potential for change are not involved in said discussions.

What is an echo chamber?

An echo chamber is a term given to an environment where an individual is exposed only to views which align with their own, minimising opportunities to challenge one's beliefs and scope of perception. We tend to drift towards like-minded individuals (known as affinity bias) because it evokes a sense of validation and minimises discomfort, however, sitting through that discomfort is necessary for change.

How do echo chambers affect the reach of DEI?

One of the major concerns with DEI is that the individuals who are most keen to listen are those who are already more conscious of organisational shortcomings when it comes to inclusion. Consequently, we are presented with a common scenario of minorities explaining familiar experiences to fellow minorities, while those with privilege remain ironically, albeit unintentionally, excluded.

Naturally, we then see that very little change and impact takes place. Understanding that inclusion benefits everyone, and it is therefore necessary for all of us to pay attention to these conversations, is key for real, deep-rooted change to take place.

How can we overcome echo chambers?

Whilst actively listening to and seeking out these conversations is important, speaking and contributing - that is, becoming an active ally - is even more so. In order to achieve an environment where everyone “speaks” in conversation surrounding DEI, everyone (particularly those in majority groups) must realise that the endeavour doesn’t set out to villanise and alienate individuals who hold privilege, but rather to empower them to use it for real change. In other words, once people are aware of their privilege, it can be a powerful tool to create inclusion for all once they actively take a seat at the table.

One of the first places to start promoting greater DEI is to encourage stimulating discussions at leadership level. This signifies senior leaders taking ownership of inclusion and acknowledging that more needs to be done, which ultimately opens the floor for transparent conversations among more mid-level and junior members. This can be achieved through introducing panel discussions surrounding significant dates as marked by humanitarian organisations such as WHO and the UN, (e.g. World Parents Day and World Autism Day). These are a targeted way to bring explicit attention to certain diversity dimensions that are not as forefronted as others. Inviting the wider organisation to such events also results in greater exposure and encourages active and open discussion, ideally the sharing of personal experiences, and ultimately promoting greater cohesion within the organisation.

Leading on from this, encouraging DEI issues to be discussed at a local level, within team meetings where members are familiar with one another, encourages a level of honesty, compassion, and vulnerability that strengthens team bonds and promotes greater efficiency and productivity. In order to realise these constructive conversations however, organisations must establish psychological safety through a growth mindset, adopting an openness and appreciation for varying beliefs and cultures. Easier said than done, granted, and I will expand on this another time.

Finally, arguably one of the most targeted and effective strategies to transcend the limitations of echo chambers is to mandate the implementation of training or educational resources among leadership. This develops their self-awareness, as well as a greater understanding of their collective responsibility.

How can Avenir help?

Recognising and overcoming echo chambers requires a tailored approach, taking into consideration the particularities of your organisation, your employees, and their backgrounds. At Avenir we offer an Inclusive Leadership Programme, which supports leaders on their DEI self-awareness journey and leads them to specific, actionable steps they commit to taking in order to create greater equity and inclusion.

 We have also recently published a report on Unlocking Inclusive Leadership, which explains the power of bringing everyone together and into the conversation, as well as of sharing their alternative viewpoints and experiences.

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