Friday, April 25, 2025
Call to Action
Prof Belinda Colston
Dr Megan Walker
Getting Serious About Inclusion
Engaging the scientific method for transformational change
Introduction
Historically, activities to improve equality, diversity and inclusion (EDI) in the workplace have been bedded firmly within HR. As people-focused experts − even if not EDI practitioners per se – HR undoubtedly has a fundamental role to play. But their traditional approach to EDI – the mandatory training, the awareness-raising events, the initiatives that have been cut-and-pasted from other organisations − is no longer enough. Over 30 years of significant investment in this ‘traditional EDI’ has failed to create a fully diverse and inclusive workforce. So why are we still doing it?
Putting EDI and belonging into perspective
Traditional EDI focuses on diversity. Its ‘blinkered’ approach - seeing diversity as something that is simply ‘done’ - results in a series of isolated activities, that are driven by compliance, and only succeed in reinforcing the common perception that workplace EDI is little more than a tokenistic, ‘tick-box’ exercise. This approach has led to the widespread cultural backlash we see so often, with EDI being labelled as ’a load of woke nonsense’ and marginalised groups becoming scapegoats for larger failings (e.g. Donald Trump’s recent claims that ‘diversity policies’ were partly to blame for the DC plane crash in January 2025).
Focusing on diversity alone — or indeed, focusing on diversity at all — is simply wrong. What do you think would happen if a workforce was diverse, but did not have an inclusive culture? People would feel that their ideas and opinions, and even their presence in the workplace, were not valued — the perfect recipe for a disengaged workforce!
Focusing on inclusion, on the other hand, creates a culture where everyone feels valued, appreciated for their differences, and ultimately… engaged!
Embedding inclusion in our workplaces - ensuring inclusive systems, processes and policies are in place - empowers transformational culture change in a holistic way, impacting everyone, regardless of their background, identity, or beliefs. What’s fascinating, and often overlooked, is that diversity is a natural outcome of inclusion - so the key to diversity is putting inclusion first!
Over recent years, we have seen an increasing interest in the concept of ‘belonging’ as a key element of a positive and inclusive environment. A ‘sense of belonging’ is now becoming a significant focus in EDI, particularly as initiatives are expanded to encompass the importance of employee belonging in the workplace, and the addition of ‘belonging’ to the acronyms EDI and DEI is becoming more common. In the higher education sector, for example, it's been recognised that feeling a sense of belonging is crucial for student retention and success. Whilst this is a huge – and positive – step forward and shows a growing understanding that a sense of community and psychological safety are essential for creating truly inclusive organisations, we need to be careful that ‘belonging’ does not become the new ‘diversity’. More often, we see initiatives to increase the sense of belonging - as if ‘belonging’, like our misguided approach to ‘diversity’, is something to be ‘done’. Our sense of belonging is a function of the environment around us - a reflection of the sense of community, connection, feeling valued, feeling heard, feeling safe. In short, it is a function of inclusion, and should be viewed as an outcome of an inclusive environment. The key to belonging, therefore, is putting inclusion first!
Whilst EDI (or EDIB) is evolving in a positive way, and at speed in some areas, it is important that we recognise and develop a much broader understanding of the need for transformational and progressive EDI - a far more robust journey towards inclusion and workplace inclusivity. Progressive organisations are beginning to ask questions, to seek solutions, to look for evidence of change, and to measure impact - they are starting to engage the scientific method.
Engaging the scientific method in our inclusion work - finally!
The process of observing, asking questions, and seeking answers or solutions through the collection of evidence is fundamental to understanding how organisational culture needs to improve or change. This empirical method for acquiring new knowledge is called the scientific method (Fig.1) and is a process we all use in every-day life (albeit subconsciously) to solve problems and make decisions (e.g. perfecting a recipe, finding your misplaced car keys, mending a broken appliance, or changing a light bulb!).
This sounds pretty basic, doesn’t it? But our traditional, blinkered, training-focused approach to EDI doesn’t allow for a normal problem-solving response. It’s just a well-oiled process that is simply applied without thought. We really shouldn’t be surprised that it hasn’t worked! But perhaps we should be surprised (and ashamed) that it’s taking so long to change!
Engaging the scientific method in our inclusion work (Fig.2) means questioning our workplace environments and organisational cultures through an inclusion lens. This isn’t something that is done in isolation, or done from the outside, but something that is achieved through, and by, the people - the workforce - within.
Building the evidence base is the first step, and we can use that evidence to inform improvements to our organisational culture and practices. Getting to know our organisation and understanding the different needs of our employees and the challenges they face is the foundation of workplace inclusivity, so listen to, and learn from, their lived experience.
Our scientific journey to inclusion will lead to transformational change, and the evidence we collect - the lived experience of those affected - can be used to monitor that change and measure the impact of our actions. Using a series of change indicators (e.g. increase in ‘sense of belonging') we can continually monitor and adapt our actions and interventions to maximise success. This is the scientific method - a far more robust and logical approach to sustainable and transformational change.
Call to Action - time to move on!
We call on everyone to think carefully about their approach to EDI, and ask that you adopt at least one of the following actions:
Challenge the traditional training-focused approaches to EDI and embrace holistic culture change
Put inclusion first!
Adopt a scientific approach – build an evidence base to inform your actions
Put lived experience at the centre of your inclusion work
Co-design inclusion strategies with stakeholders to ensure you meet their needs and address the challenges they face
Monitor your progress and measure your impact - the scientific way!
Introduction
Historically, activities to improve equality, diversity and inclusion (EDI) in the workplace have been bedded firmly within HR. As people-focused experts − even if not EDI practitioners per se – HR undoubtedly has a fundamental role to play. But their traditional approach to EDI – the mandatory training, the awareness-raising events, the initiatives that have been cut-and-pasted from other organisations − is no longer enough. Over 30 years of significant investment in this ‘traditional EDI’ has failed to create a fully diverse and inclusive workforce. So why are we still doing it?
Putting EDI and belonging into perspective
Traditional EDI focuses on diversity. Its ‘blinkered’ approach - seeing diversity as something that is simply ‘done’ - results in a series of isolated activities, that are driven by compliance, and only succeed in reinforcing the common perception that workplace EDI is little more than a tokenistic, ‘tick-box’ exercise. This approach has led to the widespread cultural backlash we see so often, with EDI being labelled as ’a load of woke nonsense’ and marginalised groups becoming scapegoats for larger failings (e.g. Donald Trump’s recent claims that ‘diversity policies’ were partly to blame for the DC plane crash in January 2025).
Focusing on diversity alone — or indeed, focusing on diversity at all — is simply wrong. What do you think would happen if a workforce was diverse, but did not have an inclusive culture? People would feel that their ideas and opinions, and even their presence in the workplace, were not valued — the perfect recipe for a disengaged workforce!
Focusing on inclusion, on the other hand, creates a culture where everyone feels valued, appreciated for their differences, and ultimately… engaged!
Embedding inclusion in our workplaces - ensuring inclusive systems, processes and policies are in place - empowers transformational culture change in a holistic way, impacting everyone, regardless of their background, identity, or beliefs. What’s fascinating, and often overlooked, is that diversity is a natural outcome of inclusion - so the key to diversity is putting inclusion first!
Over recent years, we have seen an increasing interest in the concept of ‘belonging’ as a key element of a positive and inclusive environment. A ‘sense of belonging’ is now becoming a significant focus in EDI, particularly as initiatives are expanded to encompass the importance of employee belonging in the workplace, and the addition of ‘belonging’ to the acronyms EDI and DEI is becoming more common. In the higher education sector, for example, it's been recognised that feeling a sense of belonging is crucial for student retention and success. Whilst this is a huge – and positive – step forward and shows a growing understanding that a sense of community and psychological safety are essential for creating truly inclusive organisations, we need to be careful that ‘belonging’ does not become the new ‘diversity’. More often, we see initiatives to increase the sense of belonging - as if ‘belonging’, like our misguided approach to ‘diversity’, is something to be ‘done’. Our sense of belonging is a function of the environment around us - a reflection of the sense of community, connection, feeling valued, feeling heard, feeling safe. In short, it is a function of inclusion, and should be viewed as an outcome of an inclusive environment. The key to belonging, therefore, is putting inclusion first!
Whilst EDI (or EDIB) is evolving in a positive way, and at speed in some areas, it is important that we recognise and develop a much broader understanding of the need for transformational and progressive EDI - a far more robust journey towards inclusion and workplace inclusivity. Progressive organisations are beginning to ask questions, to seek solutions, to look for evidence of change, and to measure impact - they are starting to engage the scientific method.
Engaging the scientific method in our inclusion work - finally!
The process of observing, asking questions, and seeking answers or solutions through the collection of evidence is fundamental to understanding how organisational culture needs to improve or change. This empirical method for acquiring new knowledge is called the scientific method (Fig.1) and is a process we all use in every-day life (albeit subconsciously) to solve problems and make decisions (e.g. perfecting a recipe, finding your misplaced car keys, mending a broken appliance, or changing a light bulb!).
This sounds pretty basic, doesn’t it? But our traditional, blinkered, training-focused approach to EDI doesn’t allow for a normal problem-solving response. It’s just a well-oiled process that is simply applied without thought. We really shouldn’t be surprised that it hasn’t worked! But perhaps we should be surprised (and ashamed) that it’s taking so long to change!
Engaging the scientific method in our inclusion work (Fig.2) means questioning our workplace environments and organisational cultures through an inclusion lens. This isn’t something that is done in isolation, or done from the outside, but something that is achieved through, and by, the people - the workforce - within.
Building the evidence base is the first step, and we can use that evidence to inform improvements to our organisational culture and practices. Getting to know our organisation and understanding the different needs of our employees and the challenges they face is the foundation of workplace inclusivity, so listen to, and learn from, their lived experience.
Our scientific journey to inclusion will lead to transformational change, and the evidence we collect - the lived experience of those affected - can be used to monitor that change and measure the impact of our actions. Using a series of change indicators (e.g. increase in ‘sense of belonging') we can continually monitor and adapt our actions and interventions to maximise success. This is the scientific method - a far more robust and logical approach to sustainable and transformational change.
Call to Action - time to move on!
We call on everyone to think carefully about their approach to EDI, and ask that you adopt at least one of the following actions:
Challenge the traditional training-focused approaches to EDI and embrace holistic culture change
Put inclusion first!
Adopt a scientific approach – build an evidence base to inform your actions
Put lived experience at the centre of your inclusion work
Co-design inclusion strategies with stakeholders to ensure you meet their needs and address the challenges they face
Monitor your progress and measure your impact - the scientific way!
