Recent events have put more of a spotlight on diversity, equity, and inclusion (DEI) and its role in all organizations. What can research tell us about how these initiatives affect institutions, and what could change were they not in place?
Dr. Rebecca (Becca) Mitchell an Assistant Professor of Organizational Behavior at the Leeds School of Business at University of Colorado Boulder. Her research seeks to understand how organizations can improve the effectiveness of Diversity, Equity, and Inclusion practices, and how time influences team hierarchy and team affective processes.
Becca breaks down key concepts in DEI, explaining visible “surface level” and invisible “deep level” diversity characteristics. She provides insights into each facet of DEI, including the historical and theoretical background, and how the elements work together. The conversation explores Becca’s research motivations, inspired by her personal experiences and desire to create better organizational environments. Maria and Becca talk about cross-training, mentoring, and social accountability, and Becca presents some of her research findings on affective diversity—the mix of emotional states in teams—and employee resource groups, emphasizing the need for strategic alignment and community building.
Leeds Business Insights Podcast is a production of Leeds School of Business and is produced by University FM.
EPISODE QUOTES:
How diversity, equity, and inclusion intersect today
[04:53] Diversity is really beneficial, but we get the most out of diversity when we also have equity and inclusion. If we don't have those pieces in place, then we really can't realize the full value of the diverse perspectives that we have in the room.
Navigating the gap between DEI intentions and impact
[06:54] One trend that I've noticed recently is more research is happening on what we call performative diversity management. I'd like to think that a lot of it isn't that folks are not committed to DEI, but maybe just don't have the resources or the confidence to do it well. So, I think there's a lot of work on initiatives that maybe sound really good but, in practice, don't actually do a lot.
Why a diverse team needs both positive Paulas and negative Nancys
[24:17] What we found is that teams really benefit from having both—like what I call the positive Paulas and the negative Nancys on the team, right? We want both of them on our teams because the people with positive emotions, we found, really help us to seize opportunities. So, we're seeing those opportunities and going after them. We're taking those risks. And then, our negative Nancys are helping us be a little bit more cautious. They're helping us bring things back in and recognize where there might be some threats or pitfalls in our environment. And so, that combination really helps teams navigate complex tasks that require a bit of both, right? We want to be taking risks, but we also don't want to be too risky in our decision-making.
SHOW LINKS:
- Rebecca Mitchell | Leeds Faculty Profile
- Rebecca Mitchell | Google Scholar Page
- Rebecca Mitchell | LinkedIn
- Why Diversity Programs Fail | HBR
- We Just Can’t Handle Diversity | HBR
- Fighting Backlash to Racial Equity Efforts | HBR
