Cheng, J.Y. & Groysberg, B. (2021). What Inclusive Companies Have in Common. Harvard Business Review.
The authors in this article address the impact of George Floyd’s murder on addressing racism and inequality in the workplace. Some organizations have tied executive compensation to diversity initiatives with the intention of creating substantive change in their organizational culture. After conducting a survey among 19,000 Harvard Business Review readers on the diversity and inclusivity of their organization, the emphasis on creating a learning-oriented culture differentiated diverse and inclusive organizations from the rest, (Cheng & Groysberg, 2021).
“Learning oriented cultures emphasize flexibility, open-mindedness, and exploration, and can equip organizations with the ability to adapt and innovate”, (Cheng & Groysberg, 2021). A culture built on the freedom to humbly learn and appreciate the differences among employees can have a direct impact on the bottom line. Staying open to new information, honoring boundaries, respecting differences foster a sense of trust throughout the organization. If employees feel psychologically safe to reveal their true selves, they become willing to share thoughts and ideas without self-censorship. Diversity of thought helps an organization adapt and innovate.
To create a learning-oriented culture in an organization, leaders must walk the walk by “demonstrating a focus on learning in their own leadership, holding organizational conversations about learning, and reinforcing the change through organizational design”, (Cheng & Groysberg, 2021).
The authors found that “caring ranked as the most salient culture attribute across all organizations, on average, regardless of how the organization was rated on diversity and inclusion”, (Cheng & Groysberg, 2021). Living and working in the middle of a pandemic has created a shift in values that employees want in an organization. A corporation lives or dies on the backs of the employees. Why work for an organization that doesn’t care about its internal stakeholders?
The pandemic and racial incidents in 2020 awakened voice from the rank and file. Employees are no longer willing to sit on the sidelines while their leaders make decisions regarding compensation and participation. Eschewing professional loyalty, employees have begun re-evaluating personal and professional values to determine a career path that works for them. Organizations that include employees in the decision-making process might attract a diverse pool of applicants dedicated to the continued success of the company.
Designing a hierarchical organization built on managerialism can prevent leaders from adapting to a changing environment. Employees want to feel comfortable and valued for their contribution to an organization. A learning-oriented culture can foster a sense of belonging, acceptance, and inclusivity among internal stakeholders.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D1: Iteratively develop inter-professional leadership competencies.
D2: Utilize communication to embrace complexity and difference.
Keywords: learning-oriented culture, managerialism, belonging, diversity initiatives, organizational culture, respecting differences, psychological safety, and values
