Overcoming the 5 Barriers to Successful Inclusion Tutorial

Are you ready to dismantle the barriers to successful inclusion? In "Overcoming the 5 Barriers to Successful Inclusion", explore essential insights on stereotypes, prejudices, and the importance of awareness. Dive into the dynamics of diversity beyond mere numbers, and learn how to confront fears of the unknown. Watch now to transform collaboration and teamwork into powerful change!

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Here are the main five.

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First barrier,

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stereotypes and prejudices.

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A stereotype is a set of beliefs about a social group.

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For example,

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we have stereotypes about women in the workplace,

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about disabled workers,

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about homosexuals,

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about people of foreign origin.

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Prejudiced,

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on the other hand,

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is a value judgment,

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most often negative.

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Prejudice leads to discrimination.

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For example,

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assuming that older workers are slow and don't understand technology well

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will cause us to exclude them from work groups.

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Believing that younger generations are lazy will

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cause us to police them constantly.

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Assuming that women with children are less committed will

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lead us to give them less challenging projects.

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Thinking a gay person's communication style will annoy the customer,

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will lead us into holding back their career in sales.

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Because stereotypes and prejudices are instilled in us by our social environment,

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breaking them requires awareness and self-examination.

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This brings us to the second barrier to inclusion,

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the denial of our prejudices and discriminatory attitudes.

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We like to think that our inclusiveness is exemplary.

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For the book Work with Me,

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a study was conducted with 240,000 men and women around the world.

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It found that 81% of women felt excluded at work.

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Well,

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92% of men feel that they do not exclude women.

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It takes humility and courage to recognize that

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we have prejudices about certain people and groups.

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For example,

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what do you think about overweight people?

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Personally,

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the best web designer I know is visually impaired.

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I never thought that was possible.

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My own prejudices.

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Third barrier to inclusion,

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the Gollum effect.

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Since the 60s,

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Rosenthal and Jacobson have been studying the impact of

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perceptions on others in the field of education.

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They carried out a false IQ test among students of a school.

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20% of these students were randomly assigned to a so-called elite group.

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They then convinced the teachers that these tests were true

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and these children had superior abilities compared to the others.

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At the end of the year,

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they discovered that this group,

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which was no better or worse off than the others,

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had outperformed the rest.

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They called this the Pygmalion effect.

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Of course,

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the success of the students,

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this so-called elite group,

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did not happen by magic.

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The teacher's view and attention to these students changed,

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and this different treatment changed the behavior of

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the students who gained confidence and motivation,

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paving the way for their success.

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The Gollum effect is the opposite of the Pygmalion effect.

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It shows that lower expectations placed on

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an individual lead to lower performance.

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For example,

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in a study of a group of new cashiers with or without immigration background,

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half of them were under managers with

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stereotypes about people with immigrant backgrounds.

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This study found that the immigrant cashiers had significantly

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poorer job performance under a manager who stereotyped them.

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But not under a manager who did not racially stereotype them.

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As Shakespeare said,

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we are victims of the narrowness of our judgment of the world.

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The fourth barrier to inclusion is believing that diversity is enough.

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As Larnla said,

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simply giving work to people of different genders,

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ages,

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ethnicities,

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sexualities and educational backgrounds is not enough,

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unfortunately.

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Why?

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Because diversity does not lead to inclusion.

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Women leaders are not necessarily reaching out to young aspiring women

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and HBR studied in the US saw that qualified person from a non-white ethnic group

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feels compelled once in a position of responsibility to

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recruit and promote people from their own social group.

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Latinos will favor Latinos,

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Asians will favor Asians.

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In short,

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humanitarianism tends to take precedence over the true

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quest for diversity and inclusion of all.

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As a general rule,

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we should remember that diversity does not naturally lead to inclusion.

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A diversity policy without inclusion means a greater risk of humanitarianism,

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discrimination,

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and conflict.

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The last barrier to inclusion,

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denying our fears.

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Differences scares us,

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or at least scares our minds.

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The presence of this stranger

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in the sense of this person being different from me,

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threatens my comfort zone.

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I don't know what to say

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or how to behave in front of this person in a wheelchair who works in my department.

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I feel uncomfortable.

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This young recruit challenges my habits and certainties.

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I don't understand her.

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Our minds like habits,

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they love control.

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It therefore considers any different person arriving

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in its environment as a threat.

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This presence alone forces us to rethink,

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adapt,

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in short,

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to make an effort.

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This stranger who is not like me whispers to my mind,

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maybe there is another way of acting and behaving,

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but my mind does not want another way of acting and behaving.

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And to reassure myself that my way of doing things is the way,

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I will spontaneously and unconsciously criticize,

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reject,

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isolate the stranger who makes me feel uncomfortable.

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The key is to dare to face

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our fear of differences,

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to be able to say,

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yes,

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it is challenging to be with someone so different,

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but I will no longer let my mind engage me in attitudes of fear and rejection.

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Thus,

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the difference stops being perceived as a threat,

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but rather becomes an asset.

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