In a study of 180 Spanish corporate managers, we explored perceptions of diversity and found that depending on who is answering, diversity usually means one of three things: demographic diversity (our gender, race and so on), experiential diversity (our affinities, hobbies and abilities) or cognitive diversity (how we approach problems and think about things).
Demographic diversity is tied to our identities of origin; characteristics that classify us at birth and that we will carry around for the rest of our lives. Experiential diversity is based on life experiences that shape our emotional universe; it influences what we might call identities of growth. Cognitive diversity makes us look for other minds to complement our thinking, what we might call identities of aspiration.
What kind of diversity does your company focus on? Could you benefit from broadening your perspective? Let’s take a closer look at each in turn.
MANAGING IDENTITIES OF ORIGIN. Since the 1980s, most global companies have developed diversity and inclusion policies led by human resources. The most frequent include: assessment tools, human resources programs, communication campaigns and training programs. Talented individuals in general, but from minorities in particular, select companies in which they expect to feel appreciated.
MANAGING IDENTITIES OF GROWTH. Identities of growth often provide us with a feeling of security. Our likes and dislikes change over time, and our affinity groups change. Identities of growth dictate who we spend time with. Our research suggests that the best policy for dealing with these communities is through minimum intervention. Emotional communities will emerge in organizations, whether management likes it or not, and will have a life of their own. For that reason it is best to take a neutral position.
MANAGING IDENTITIES OF ASPIRATION. Our cognitive differences find their place in a community of aspiration. In these communities, we are valued for our unique way of understanding and interpreting the world. The most effective strategy for companies to manage these communities is to create the contexts and the projects for them to emerge.
Each form of diversity is different and requires its own management strategy to effectively integrate people. Diversity is a journey and, like any journey, requires careful navigation.
(Celia de Anca is currently the director of the Center for Diversity in Global Management at IE Business School. Salvador Aragón is professor of innovation and information systems at IE Business School.)
