Charged to Help: The (Sub)Context of Thwarted Diversity, Equity, and Inclusion Efforts

Abstract

Recent conversations, actions, and inaction on diversity, equity, and inclusion (DEI) have contributed to widespread polarization. As employees turn to their organizations, leaders are faced with a challenge of providing guidance and clarity on the future of DEI policy and practices as well as the social and professional position of the organization. To support ongoing conversations and action, or to help highlight potential missteps, this chapter addresses the role of leaders in recent and future DEI conversations. Specifically, we advise leaders on how their approach to DEI conversations can leverage or undermine employee trust. Those choosing to move away, using previously garnered moral credits as justification, run the risk of violating the trust of stakeholders that championed DEI initiatives. Alternatively, organizational leaders that choose to continue their efforts are positioned to further promote social integration, enhanced relationships, and fortify employee trust. We emphasize the importance of next steps by examining the potential consequences of dismantling or continuing DEI programming, underscoring the systemic issues these programs address and risks associated with their removal. We also address misinformation associated with DEI, providing leaders with guiding principles and legal considerations.