Integrating Diversity, Equity, and Inclusion Into the DNA of Public Universities

Too often executive leaders view diversity work as either a numerical problem (i.e. not enough diversity among the workforce or student population) or a problem of compliance that needs managing.  However, to truly integrate the values of diversity, equity, and inclusion (DEI) throughout public postsecondary institutions, a multifaceted and longitudinal approach is required, as these organizations are complex and decentralized in decision-making, authority, and resources, with a long history of exclusionary policies and practices based on race, class, and gender.

According to Stephen Frost, author of “The Inclusion Imperative: How Real Inclusion Creates Better Business and Builds Better Societies” (2014): “Diversity is a reality. Inclusion is a choice. Inclusive leadership is required to help us acknowledge current reality and frame the conversation in such a way that people can choose to act on the inclusion imperative”. (Page 83)

When considering Frost’s assertion that we know diversity is ever present, nevertheless, inclusion requires intentionality.  It reminds us that DEI work requires strategic action. Academe understands that diversity is a reality of the twenty-first-century university, but to actively put DEI values into practice, leaders must make it a choice.  As academic leaders, how do we make that choice and maintain DEI values as priorities?

In “Campus Diversity Triumphs: Valleys of Hope”, edited by Sherwood Thompson, I contributed the chapter:  Integrating Equity, Diversity and Inclusion Into the DNA of Public Universities, where I share my personal account as a Chief Diversity Officer (CDO) for nine years at public universities in North America, using a practical framework with four dimensions to serve as a guide to answering the core question of “How?”. The four dimensions are: (1) leadership and advocacy, (2) education and training, (3) workforce diversity, and (4) authority and resources. These areas frame my experiences and successes in approaching DEI work, underscoring best practices, contemporary challenges, and pitfalls in the United States and Canada. Though most of the chapter focuses on my experiences in the United States, I periodically reference my work in Canada to illustrate some interesting comparisons.

What approaches do you use to infuse DEI into the culture of postsecondary institutions? What barriers have you faced?  How are leaders in your organization being intentionally inclusive?

Let’s share and connect. I’d love to hear your thoughts.

 

References:

Green, D.O. (2018). Integrating equity, diversity, and inclusion into the DNA of public universities: Reflections of a chief diversity officer. In S. Thompson (Ed.) Valleys of Hope Diversity Triumphs. (pp. 185-199). Bingley, UK: Emerald Publishing Limited.

Frost, S. (2014). The inclusion imperative: How real inclusion creates better business and builds better societies. Philadelphia, PA: Kogan Page Limited.