POWER FORWARD: THE HENDERWORKS 7-C MODEL
FOR TRANSFORMATIVE DIVERSITY, EQUITY AND INCLUSION CHANGE
“Our world exists on many levels. Our relationships grow more interconnected and global. Survival cannot be achieved by one socio-economic level, one ethnic group or gender, it is intertwined in the destiny of us all. Climate change has a significant impact on the ecosystem of our relationships with one another as we run toward safety, stability, peace, and survival. We must learn to co-exist, with all our differences and colors if our earthly home is to be sustainable. Learning to co-exist means measured speech, respectful behavior, and systems that are built on inclusivity amid growing differences.” — Effenus Henderson (2023)
In 2023 and beyond, our society is becoming increasingly diverse, marked by the arrival of the newest generational cohort, Generation Alpha. (Mark McCrindle) This generation is the most diverse in history, representing a mixture of cultures, perspectives, and ambitions, and is also known for its tech savvy nature. As such, the practice of transformative diversity, equity, and inclusion (DEI) is more important than ever in this emerging omnicultural environment, defined as a society characterized by the coexistence and interaction of many different cultures. (See Linda Ong)
DEI practice refers to the actions and behaviors that individuals and organizations take in order to promote DEI and create a more inclusive and equitable society. This can include things like participating in diversity training, engaging in open and honest conversations about DEI issues, and actively seeking out and supporting diverse voices and perspectives. It is important to enhance skills in DEI practice because creating a more inclusive and equitable society requires ongoing effort and commitment. By improving our skills and knowledge in this area, we can be more effective in promoting DEI and making meaningful change in our personal and professional lives. Enhancing DEI skills also helps us to better understand and address the complex and intersecting issues of diversity, equity, and inclusion.
Watch Thought Leader Effenus Henderson this video on POWER FORWARD.
This omnicultural environment differs from a multicultural environment in that it is not just a collection of separate cultural groups living side by side, but rather a dynamic and interconnected web of cultures that are constantly influencing and being influenced by one another. In this context, it is essential to actively promote DEI in order to create a society that is inclusive and equitable for all.
Demographic trends as reported by the Brooking Institute, also highlight the importance of DEI in the United States over the next decade. According to the United States Census Bureau, the United States is projected to become even more racially and ethnically diverse in the coming decades. By 2060, the Bureau projects that no single racial or ethnic group will comprise most of the population. In this diverse society, it is important to promote DEI in order to ensure that all individuals have equal opportunities and are able to fully participate in all aspects of life.
A holistic approach to DEI change requires a focus on several key areas of practice. The Henderworks 7-C Model for Transformative Diversity, Equity and Inclusive Change includes: 1) Consciousness, 2) Conversation, 3) Context, 4) Content, 5) Collaboration, 6) Cadence, and 7) Choice. In this essay, we will explore each of these elements in detail and discuss the importance of implementing them in order to achieve transformative DEI in 2023 and beyond.
CONSCIOUSNESS: This element refers to the level of awareness and understanding of one’s own biases and the impact they can have on others. It is essential for promoting DEI in an omnicultural environment because it allows individuals to recognize and challenge their own assumptions and beliefs, and to become more open to diverse perspectives. Becoming more empathetic and culturally responsive is also important in this context, as it allows us to better understand and connect with individuals from different cultures and backgrounds.
Examples of how to apply this element in practice include engaging in self-reflection and self-education, participating in bias training or workshops, and seeking out diverse sources of information and media. Tools like the Intercultural Development Model and the Henderworks Leadership Readiness Model can also be helpful in improving consciousness and cultural competence.
Some additional tools and resources that can be helpful in implementing this element include the book “The Practice of Inclusion” by Dr. Bernardo Ferdman and Barbara Deane, which has a wealth of information on promoting DEI, and leadership readiness education programs that focus on understanding the business case for DEI and developing the skills and knowledge needed to lead inclusively.
CONVERSATION: This element emphasizes the importance of having thoughtful and courageous conversations about diversity, equity, inclusion, belonging, and justice. These conversations help to build a shared mindset on the importance of DEI as a lens for examining all organizational strategies and actions, and these conversations also help to coach leaders on how to talk about and communicate the importance of DEI to the organization. Some resources that can be helpful in implementing this element include Dr. Robert Livingston’s book, “The Conversation,” Lily Zheng’s book, “DEI Deconstructed,” and Mary Frances Winters’ book, “We Can’t Talk About That at Work.” These resources provide valuable information and guidance on how to effectively have DEI conversations and communicate the importance of DEI in the workplace.
Courageous conversations, or conversations that are open, honest, and respectful, are an important part of the DEI change process because they allow individuals to openly discuss, and address issues related to diversity, equity, and inclusion. These conversations can be difficult, as they often involve tackling sensitive or controversial topics, but they are necessary for creating a more inclusive and equitable environment. Here are some ways that courageous conversations can be applied as part of the DEI change process:
Identifying and addressing biases: Courageous conversations can be used to identify and address biases that may be affecting the organization. This could involve discussing the ways in which different groups are impacted by biases and working to identify and challenge these biases in order to create more inclusive and equitable policies and practices.
Building understanding and empathy: Courageous conversations can be used to build understanding and empathy among team members. This could involve discussing the experiences and perspectives of individuals from different cultures and backgrounds and working to better understand the challenges and needs of identity-based groups.
Resolving conflicts: Courageous conversations can be used to resolve conflicts that may be affecting the organization. This could involve discussing the causes of the conflict, working to identify common ground, and finding ways to address and resolve the conflict in a respectful and constructive manner. The “Intent and Impact Model” is also a useful tool for facilitating difficult conversations involving implicit bias and microaggressions.
Developing and implementing DEI strategies: Courageous conversations can be used to develop and implement DEI strategies that are tailored to the needs and goals of the organization. This could involve discussing the challenges and opportunities related to DEI, identifying specific goals and actions, and working together to implement these strategies.
CONTEXT is an important element of sustainable DEI change because it helps organizations understand the environment in which DEI efforts are being implemented. This includes the working environment, competing organizational priorities, and leadership commitment. Understanding context allows organizations to better tailor their DEI efforts to the needs and goals of the organization.
Leadership and change agents play a critical role in understanding context because they are responsible for driving DEI efforts within the organization. They must be attuned to the unique context in which DEI efforts are being implemented and must be able to assess and address any challenges or obstacles that may arise. This may involve working with employees to gather input and feedback, reviewing internal policies and practices, and reviewing data on diversity and inclusion within the organization. By understanding context, leadership and change agents can better align DEI efforts with the overall goals and needs of the organization and create a more inclusive and equitable environment.
Tools like the Bennett Intercultural Development Model can be helpful in understanding and addressing cultural differences in the workplace, and reports from organizations like McKinsey, Catalyst, and Deloitte can provide valuable insights on best practices for promoting DEI in the workplace. By using these tools and resources, leadership and change agents can more effectively understand and address the unique context in which DEI efforts are being implemented.
CONTENT refers to the process of building the elements of a successful DEI change effort. This involves assessing the current environment and culture, identifying gaps in behaviors, practices, and systems, and developing a framework for change that is built around pillars such as talent, culture, leadership, systems and practices, learning and development. This framework should include a set of actions, outputs, measures, and accountabilities, and should be accompanied by a communications plan to ensure that all stakeholders are kept informed of progress.
There are a number of best practice tools that can be used to help build the content of a transformative DEI change effort. One such tool is the new International Organization for Standardization (ISO) Diversity and Inclusion Guidance Standard 30415: 2021, which provides guidance on governance, leadership, culture, systems and practices, and external relationships, with suggested outcomes, actions, and measures. The Global Diversity, Equity, and Inclusion Benchmarks (GDEIB) can also be helpful in assessing the current effectiveness of organizational DEI efforts.
Inclusion Score’s Maturity Model Integration (IMMI) which assesses your level of readiness from ad hoc, learning, proactive and measured provides a useful framework for examining your change management effectiveness. The content of your change efforts must be calibrated to your level or DEI maturity. Ella F. Washington, writes about The Five Stages of DEI Maturity in the November — December 2022 HBR Magazine. She writes, “The fact is, DEI isn’t a short-term project, and a company making big moves before it’s ready will most likely fail to meet its objectives, leaving minority employees and community members continually marginalized. Moreover, doing so can give the organization a reputation for hollow, performative promises.”
Lived experience is an important consideration in examining DEI efforts, and surveys, focus groups, and diversity/ERG groups can be very helpful in establishing the content of a transformative change effort. Books like Rhodes Perry’s “Belonging at Work” and “Imagine Belonging” are also excellent guides to building equitable workplaces. By using these tools and resources, organizations can effectively build the content of their DEI change efforts and create more inclusive and equitable environments.
COLLABORATION is an important element of sustainable DEI change because it ensures that diverse perspectives, values, backgrounds, and ideas from critical stakeholders are considered as part of the ideation and action planning processes. This includes employees, clients, customers, community representatives, and suppliers, among others. Building leadership skills in active listening, empathy, and emotional intelligence is also important in this context.
To practice this element, organizations can work to involve diverse stakeholders in decision-making processes and ensure that their voices and perspectives are heard. This may involve establishing committees or working groups, holding town halls or focus groups, and using other mechanisms for gathering input and feedback.
There are a number of resources that can be helpful in building depth and competency in the area of collaboration. These include David McRaney’s book, “How Minds Change,” Gautham Pallapa’s book “Leading with Empathy,” and Tara Jane Frank’s book, “The Waymakers -Clearing the Path for Workplace Equity with Competence and Confidence.” The work of Brene Brown on empathyis also notable in this context. By using these resources and building leadership skills in active listening, empathy, and emotional intelligence, organizations can more effectively involve diverse stakeholders.
Another resource that can be helpful in building depth and competency in the area of collaboration is Daniel Goleman’s book, “Emotional Intelligence.” This book presents Goleman’s emotional intelligence theory, which outlines five components of emotional intelligence (EQ): self-awareness, self-regulation, motivation, empathy, and social skills. Developing emotional intelligence can be helpful in meeting goals and targets, as well as creating a happier and healthier working culture. This is particularly important in the context of transformative DEI change work, as it helps to create more inclusive and supportive environments for all. By using Goleman’s book and other resources to develop emotional intelligence, organizations can more effectively involve diverse stakeholders in their DEI efforts.
CADENCE refers to the process of creating manageable and sustainable DEI change efforts that are enduring rather than performative. This involves considering factors such as decision-making, pace of change, and the amount of work that can be introduced in the face of competing business priorities. Care should be taken to not overburden the change effort with a lot of activities and tactics, but rather to prioritize based on the amount of effort required, the resources needed, and the longer-term impact.
Organizational commitment can be a helpful guide in this context, as it helps to provide a NorthStar for DEI efforts and ensure that they remain focused and aligned with the overall goals and values of the organization. Tools like total quality and lean management can be helpful in bringing DEI work into sharp focus and establishing clear accountabilities and milestones toward high impact outcomes. By carefully considering cadence and utilizing tools and resources like these, organizations can create more manageable and sustainable DEI change efforts that are enduring and have a lasting impact.
Here are a few total quality management tools that may be helpful in creating manageable and sustainable DEI change efforts:
Process mapping: This tool involves creating a visual representation of the steps involved in a particular process, with the goal of identifying areas for improvement and streamlining the process.
Root cause analysis: This tool involves identifying the underlying cause of a problem or issue, rather than just addressing the symptoms. By understanding the root cause, organizations can develop more effective solutions.
Control charts: This tool involves collecting data on a particular process over time and using statistical analysis to identify trends and patterns. This can be helpful in identifying areas for improvement and ensuring that processes are operating within acceptable limits.
Six Sigma: This is a data-driven approach to problem-solving that involves identifying and eliminating defects in processes. It is characterized by the use of statistical analysis and a focus on continuous improvement.
Kaizen: This is a Japanese term meaning “improvement.” It refers to a continuous improvement process that involves identifying small improvements that can be made on a regular basis.
By using tools like these, organizations can identify areas for improvement, streamline processes, and create more sustainable DEI change efforts.
Here are a few books that may be helpful in learning more about total quality management and implementing it in the context of DEI change efforts:
“The Toyota Way” by Jeffrey Liker: This book provides an in-depth look at Toyota’s approach to continuous improvement and how it has been able to achieve such success.
“Six Sigma for Dummies” by Craig Gygi: This book provides a comprehensive overview of the Six Sigma approach to problem-solving and continuous improvement.
“The Lean Six Sigma Pocket Toolbook” by Michael L. George and David Rowlands: This book provides a practical guide to using Lean Six Sigma tools and techniques to improve processes and reduce defects.
There are also many consultants who specialize in total quality management and can provide guidance and support to organizations seeking to implement it. Some examples include the Lean Six Sigma Company, Six Sigma Global Institute, and the Six Sigma Academy. These consultants can help organizations develop and implement effective total quality management strategies that can optimize the efficiency and effectiveness of your DEI change processes.
CHOICE refers to the decisions that are made at the strategic, team, and individual levels that either advance or stagnate DEI work. A transformative DEI change effort is an agile process that is generative and ongoing and requires ongoing choices to be made that support and advance the work. In order to make effective choices, it is important to have a clear and well-articulated framework that is led by leadership. Leaders cannot abdicate the DEI work to a diversity council, task force, or employee resource group, but rather must carefully nurture and advance it themselves.
To guide decision-making, it may be helpful to use tools like decision-making frameworks and impact analysis frameworks. Inaction or silence is not an option in the context of DEI change, as it is important to take active steps to promote diversity, equity, and inclusion. By making deliberate and informed choices and using tools like these, organizations can effectively advance their DEI efforts.
Here are a few tools and resources that may be helpful in making informed and deliberate decisions about DEI work:
Decision-making frameworks: There are a variety of decision-making frameworks that can be helpful in guiding choices about DEI work. Some examples include the six-step decision-making process outlined by the Project Management Institute (PMI) and the Pros, Cons, and Implications analysis tool.
Impact analysis frameworks: These frameworks help to assess the potential consequences and impacts of different choices and actions. Some examples include the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and the PESTEL(Political, Economic, Sociocultural, Technological, Environmental, Legal) analysis.
Diversity, equity, and inclusion training: Training programs and workshops can be helpful in building the skills and knowledge needed to make informed and effective DEI-related choices.
DEI-focused books and resources: There are many books and resources available that can provide guidance and ideas for advancing DEI work. Some examples include “The Practice of Inclusion” by Dr. Bernardo Ferdman and Barbara Deane and “The Conversation” by Dr. Robert Livingston.
ISO Standard 30415:2021: This is an international standard that provides guidance on how to manage diversity and inclusion in organizations. It can be helpful in understanding best practices and establishing a framework for DEI work.
Inclusion Score Models: Simplify your data modeling of DEI using this model which aligns your assessment with ISO 30415:2021 guidance areas. It provides an automated system for examining data analytics within your organization.
DATA AND ANALYTICS: Transforming diversity, equity, and inclusion (DEI) efforts by capitalizing on data, artificial intelligence (AI), and curated information can help organizations deliver high-impact solutions that are consistent with the values and perspectives of the new generation entering the workplace. Here are a few ways that organizations can do this:
Use data and analytics to identify areas of inequality or bias within the organization, and then use AI and machine learning to identify patterns and trends that may not be immediately visible to humans.
Leverage AI and machine learning to automate certain processes, such as resume screening and performance evaluations, in order to reduce unconscious bias and increase fairness.
Use curated information, such as research on DEI best practices and case studies of organizations that have successfully implemented DEI initiatives, to inform the design and implementation of DEI efforts.
Involve employees from diverse backgrounds in the design and implementation of DEI initiatives and ensure that their perspectives and needs are taken into account.
Regularly collect and analyze data on the effectiveness of DEI efforts and use this information to refine and improve the initiatives over time.
It is true that historically, DEI data and information has often been tightly held by change agents, HR professionals, and consultants. However, with the growing amount of information being curated using AI and machine learning, there is an opportunity for organizations to take a more strategic approach to data management. Here are a few potential benefits of using AI and machine learning to manage DEI data:
Improved accuracy and speed: AI and machine learning can help organizations analyze large amounts of data quickly and accurately, allowing them to identify patterns and trends that may not be immediately visible to humans.
Increased fairness and objectivity: AI and machine learning can help reduce unconscious bias by automating certain processes, such as resume screening and performance evaluations, and providing more objective data for decision-making.
Enhanced insights and understanding: By analyzing DEI data with AI and machine learning, organizations can gain deeper insights into issues of diversity, equity, and inclusion within their organization and identify areas for improvement.
Greater transparency and accountability: By using AI and machine learning to manage DEI data, organizations can increase transparency and accountability in their DEI efforts, as the data and results are more objective and verifiable.
Overall, using AI and machine learning to manage DEI data can help organizations improve the accuracy, fairness, and insights of their DEI efforts, and increase transparency and accountability. However, it is important to also consider the potential ethical and privacy implications of using these technologies, and to ensure that appropriate safeguards are in place.
COMPREHENSIVE AND NICHE-CENTERED: DEI work should be both comprehensive and niche centered. Here is what these terms could mean in the context of DEI:
Comprehensive: DEI work should encompass all aspects of an organization, including its policies, practices, and culture. It should not be limited to just one aspect of diversity, such as race or gender, but should address all forms of diversity, including age, ability, sexual orientation, religion, and more.
Niche-centered: DEI work should be tailored to the specific needs and experiences of each individual or group within the organization. This means that DEI initiatives should not be one-size-fits-all but should be customized to meet the unique needs of each group.
Effective DEI change should involve both top leadership and grassroots employees. Here are a few reasons why:
Top leadership sets the tone for the organization, and their support and commitment are crucial for the success of DEI efforts. They can also provide resources and authority to implement changes and drive progress.
Grassroots employees, particularly those from underrepresented groups, can provide valuable insights and perspectives on the challenges and barriers they face in the organization. Their involvement can help ensure that DEI initiatives are meaningful and relevant to the needs of all employees.
Overall, it is important to involve both top leadership and grassroots employees in DEI change efforts in order to create a comprehensive and sustainable approach. This could involve top leadership providing resources, sponsorship, and support, while also listening to and collaborating with grassroots employees to identify and address issues of diversity, equity, inclusion and social justice.
Middle Management Engagement: It is common for middle management to play a key role in major change efforts, including those related to DEI. Here are a few strategies that a change agent can use to enlist the support and engagement of middle managers:
Communicate the purpose and benefits of the change effort: Clearly communicate the purpose and benefits of the change effort to middle managers, and how it aligns with the organization’s goals and values. This can help build buy-in and support for the initiative.
Involve middle managers in the planning process: Invite middle managers to participate in the planning and design of the change effort and solicit their input and ideas. This can help ensure that the initiative takes into account the perspectives and needs of all levels of the organization.
Provide resources and support: Make sure that middle managers have the resources and support they need to successfully implement the change effort. This could include training, guidance, and access to subject matter experts.
Recognize and reward their efforts: Recognize and reward the efforts of middle managers who are championing the change effort. This can help motivate and encourage others to get involved.
Foster a culture of continuous improvement: Create a culture of continuous improvement that values and encourages open dialogue, feedback, and learning. This can help create an environment where middle managers feel comfortable speaking up and advocating for change.
EFFECTIVE COMMUNICATION is an important aspect of creating sustainable DEI change efforts because it helps to ensure that all stakeholders are informed and engaged in the process. Here are a few tips for considering organizational communications as part of the cadence of DEI change efforts:
Identify key stakeholders: It is important to consider who needs to be informed about the DEI change effort and how they prefer to receive information. This may include employees, clients, customers, community representatives, and suppliers, among others.
Develop a communications plan: A communications plan can help to ensure that all stakeholders are kept informed about the DEI change effort and that information is conveyed consistently and accurately. The plan should outline the key messages to be communicated, the channels through which information will be conveyed, and the frequency of communication.
Use multiple channels: To reach a diverse group of stakeholders, it is important to use a variety of channels for communication, such as email, newsletters, social media, and in-person meetings.
Encourage feedback and dialogue: It is important to create opportunities for stakeholders to provide feedback and engage in dialogue about the DEI change effort. This may involve holding town halls or focus groups, establishing committees or working groups, or using other mechanisms for gathering input and feedback.
By following these tips, organizations can effectively communicate about their DEI change efforts and ensure that all stakeholders are informed and engaged in the process.
IN SUMMARY
The 7-C model is a framework for creating sustainable DEI change efforts that focuses on seven key elements: Consciousness, Conversation, Context, Content, Collaboration, Cadence, and Choice. By considering these elements and implementing them in a holistic and strategic manner, organizations can advance their DEI efforts and create more inclusive and equitable environments.
The first element, Consciousness, refers to the awareness and understanding of one’s own biases and the impact they can have on others. Conversation emphasizes the importance of having thoughtful and courageous conversations about DEI issues. Context involves assessing the approach to DEI work by analyzing the working environment and the presence of leadership commitment. Content involves building the elements of a successful change effort, including the assessment of the current environment and the identification of gaps in behaviors, practices, and systems. Collaboration emphasizes the importance of considering diverse perspectives and ideas from critical stakeholders. Cadence refers to creating a sustainable change effort that is enduring rather than performative. Finally, Choice involves making deliberate and informed decisions about DEI work at the strategic, team, and individual levels.
By using tools and resources like these, organizations can make more informed and deliberate decisions about DEI work and create more sustainable DEI change efforts.
Effenus Henderson
January 15, 2023
