How to keep EDI work going in political turmoil
At the point of writing, the Football Association in the UK has barred transgender women from women’s football and parts of the UK have gone to the polls for local elections where Reform is expected to make significant gains. This, I think, is a good example of political and social turmoil.
If you have started an EDI journey, you have probably embarked on it from the perspective of social justice – the recognition that there are people in society who have been historically and socially excluded. There are groups who have not always had fair access to the distribution of resources and opportunities. You may have recognised the lack of representation of groups of people, unequal progress, lack of participation, disparities in safety, power and wealth for some compared to others. You may have morally felt that this should be addressed, or felt that there is a business case to address these inequalities.
So, when we are in a situation where legislation is passed which is can lead to the further exclusion of one group, and where there are very loud financially backed or political figures spreading their messages, it can be difficult to know what to do and where to turn. So, we offer some strategies to enable you to maintain your inclusion strategy.
#1 Remember why you started
If your original motivation was due to public or peer pressure, then the chances are your original motivation to start EDI work was performative and tokenistic. If, however, you started because maybe:
You became aware that some groups of people don’t feel psychologically safe in your organisation
You recognised that your organisation is not representative of your community, or the UK for example, and you feel that this is something that needs to be addressed for whatever reason
You became aware that beyond psychological safety, there are individuals or groups of people who experience discrimination and exclusion,
Then it is probable that those reasons should continue to be your guiding star because:
People who don’t feel psychologically safe still can’t thrive in your organisation. This political climate is eroding the psychological safety of some of the most vulnerable people in society. People can’t be productive or focus when they are afraid
Diversity across all levels of the organisation when coupled with inclusion statistically leads to better business outcomes
Discrimination is still illegal. Not only is it illegal, it takes a significant toll on mental and physical health, and your reputation.
Reconnect with your original motivation. Why did you begin? Why was it important to you, personally? Why was it important for your colleagues and business as a whole? If your reasoning to start is still there, you should probably carry on with your plans.
#2 Check in with your internal support mechanisms
If you have an Inclusion Working Group, EDI group, committee or network, arrange a meeting with them. Try to be open and listen to their ideas and concerns. A steering group or working group should be able to suggest ways that you can continue to move forward given the unique circumstances of your organisation.
#3 Keep things in perspective.
We are often talking about tiny numbers of people as the subject of discussion and a tiny number of people with very big voices. For example, according to the FA in this document, around 1.9 million women play football, and yet, the FA has barred transwomen from playing – 20 transwomen. Far less than 1%. I can’t think of another situation where organisational change would happen for less than 1% of service users. So how can we deal with a such a situation?
Get the stats to hand so you can see figures in proportion. How many people are we talking about? What is the real size of the situation? How many people are really complaining about something? This will be informative and provide context for your decision making
Rather than just reacting to what one group are saying, or one outcome, actively seek the opposite again to inform your thinking
Nothing about us, without us. Talk to the effected group(s) to check in and also find out ideas and perspectives which are informed by lived experience you don’t have. If you don’t have representation in your organisation, look outside of it, but don’t proceed without the perspectives of people with lived experience of the potential issue you are dealing with. If all else fails, Google it
Read any legislation properly. Is it guidance, or is it law? Is it ratified or is it going through a process? If you aren’t breaking the law, you’re probably able to carry on with your plan as it is, or with some tweaks
Don’t rush! You can be frightened of getting something wrong. This is exactly why you should not rush to do anything.
#4 Come back to your values
This means your personal values, and your organisational values. Our organisational values are collaboration, integrity, inclusion and representation. We pride ourselves on working with people and capturing voices. We have a strong sense of our principles and ethos which are based on compassion, local, national and global awareness, and the mission of creating a world where people are not disadvantaged or oppressed due to their identity. Turning away when things get tough, can’t be part of our way of working.
What are your values? What kind of review do you think you would get from the people you know and work with if you halt your inclusion work? Are you comfortable with that review?
Would stopping your inclusion strategy in part or entirely fit with your personal and organisational values? What impact does stopping have on your business or growth strategy?
#5 Look forward – how do you think this period will be looked upon in 5-10 years?
If your instinct is that in time, this is going to look very bad, then you should probably stick to your existing plan. There are things that have happened in our recent past which make us cringe today, whether that is children being allowed to ride in the back of cars with no seat belts; forced sterilisation of disabled people; schools for the educationally subnormal; starting a Gulf War with no evidence of weapons of mass destruction, there are things we can look at and say, ‘that wasn’t good’. All of these were government sanctioned and things most people might feel uncomfortable about now not least because of the unintended outcomes.
If in time, you can see a world where we are organisationally or nationally going to have to apologise for stopping a piece of work which was aimed at addressing social injustice, providing opportunities and addressing harm, then this might be a sign to keep going.
It is fine to be cautious and afraid. Over confidence in EDI related work is an indication of a lack of care and thought. So, feel the fear and use these tips to identify what work you can carry on with during turbulent times, and how work might be adapted to meet any legal requirements you may have at the time.
If you would like to get some advice on your nuanced and specific challenges, you can:
