Advertisement

Creating a Culture of Inclusion Through Diversity and Equity

  • Lize A. E. BooysenEmail author
  • Priscilla Gill
Chapter
  • 20 Downloads

Abstract

This chapter focuses on the importance of equity, diversity, and inclusion (EDI) as critical workforce and leadership issues in health care. It highlights the business case for EDI, and shows how inclusivity leads to employee engagement that directly impacts services and outcomes. Inclusive leadership is offered as the best practice in optimizing diversity and creating cultures of inclusion where all people are valued equally with proportional representation and equitable inclusion. Four inclusive leadership competencies are singled out to be of particular importance in the health care context, namely: (1) engagement through relational practice, (2) enablement by creating environments for others to flourish, (3) empowerment by building confidence and communities, and (4) recognizing and developing talent. This chapter also features examples of everyday workplace triggering events that make inequity or discrimination noticeable, that might spark diversity-based conflict, and poses corrective boundary spanning organizational strategies to deal with these conflicts. The section on managing inequities and insensitivities focuses on practical applications dealing with LGBTQi issues and sexual harassment in the workplace and concludes with a case study of action taken by an exemplary health care institution in an effort to raise awareness about unconscious bias in light of the #MeToo movement. Lastly, this chapter identifies pearls and pitfalls in leading EDI and concludes with a clear message: The absence of effective EDI practices comes at a significant cost. Courageous and bold inclusive leadership action is needed to develop and sustain a strong EDI culture in the health care industry.

Keywords

Diversity in health care settings  Equity in health care settings  Inclusion in health care settings  Harassment in health care settings  Relational leadership  Health care diversity and inclusion 

References

  1. 1.
    Useem J. At work, expertise is falling out of favor. The Atlantic. July 2019. Retrieved from https://www.theatlantic.com/magazine/archive/2019/07/future-of-work-expertise-navy/590647/.
  2. 2.
    Livingston S. Racism is still a problem in health care’s c-suite: efforts aimed at boosting diversity in health care leadership fail to make progress. J Best Pract Health Prof Divers. 2018;11(1):60–5.Google Scholar
  3. 3.
    Landi H. The 21st century leadership challenge: advancing diversity and equity in HIT. 2018. Retrieved from https://www.hcinnovationgroup.com/leadership-professional-development/article/13030899/the-21st-century-leadership-challenge-advancing-diversity-and-equity-in-hit.
  4. 4.
    Gill P. Validation of a process for the leadership development of women and ethnic minorities in a health care organization (Unpublished doctoral dissertation). Nova Southeastern University, Fort Lauderdale. 2017.Google Scholar
  5. 5.
    Boston Consulting Group, Lorenzo R, Voigt N, Tsusaka M, Krentz M, Abouzahr K. How diverse leadership teams boost innovation. Boston Consulting Group Report, January 23, 2018.Google Scholar
  6. 6.
    Smedley BD, Stith AY, Nelson AR, editors. Unequal treatment: confronting racial and ethnic disparities in health care. Washington, DC: National Academies Press; 2002.Google Scholar
  7. 7.
    Amin M, Till A, Mckimm J. Inclusive and person-centered leadership: creating a culture that involves everyone. Br J Hosp Med. 2018;79(7):402.CrossRefGoogle Scholar
  8. 8.
    Ferdman B, Deane B. Diversity at work: the practice of inclusion. New York: Jossey Bass Wiley; 2014.Google Scholar
  9. 9.
    Mcfeeters B, Hannum K, Booysen L, editors. Facilitator’s guide to using understanding and leading across differences: cases and perspectives. New York: Pfeiffer; 2010.Google Scholar
  10. 10.
    Comstock DL, Hammer TR, Strentzsch J, Cannon K, Parsons J, Salazar GS. Relational-cultural theory: a framework for bridging relational, multicultural, and social justice competencies. J Couns Dev. 2008;86(3):279–87.CrossRefGoogle Scholar
  11. 11.
    France TJ, Menaker R, Thielen KR. The importance of a radiologist-administrator partnership to future health care. J Am Coll Radiol. 2019;16(8):1114–8.CrossRefGoogle Scholar
  12. 12.
    Sherbin L, Rashid R. diversity doesn’t stick without inclusion. Harvard Business Review Digital Articles, 2017;2–5. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=121272865&site=ehost-live.
  13. 13.
    Booysen LAE. Chapter 10. The development of inclusive leadership practice and processes. In: Ferdman B, Deane B, editors. Diversity at work: the practice of inclusion. New York: Jossey Bass Wiley; 2014.Google Scholar
  14. 14.
    Hannum K, Mcfeeters B, Booysen L, editors. Understanding and leading across differences: cases and perspectives. New York: Pfeiffer; 2010.Google Scholar
  15. 15.
    Booysen LAE, Wishik H. A comparison of lesbian, gay, bisexual, transgender and queer rights in South Africa and the USA. In: Klarsfeld A, Ng E, Booysen LAE, Christianson C, Kuvaas B, editors. Research handbook of international and comparative perspectives on diversity management. Cheltenham: Edward Elgar Publishing; 2016. p. 171–98.CrossRefGoogle Scholar
  16. 16.
    Dzau VJ, Johnson PA. Ending sexual harassment in academic medicine. N Engl J Med. 2018;379(17):1589.CrossRefGoogle Scholar
  17. 17.
    National Academies of Sciences, Engineering, and Medicine. Sexual harassment of women: climate, culture, and consequences in academic sciences, engineering, and medicine. Washington, DC: The National Academies Press; 2018.  https://doi.org/10.17226/24994.CrossRefGoogle Scholar
  18. 18.
    Gill P, France T. Accelerating diverse leader readiness through foresight and futures thinking. In: Schreiber D, Berge Z, editors. Managing rapid change in technology, globalization and workforce diversity: using foresight and organizational policy to ensure futures thinking. New York: Palgrave Macmillan Publishing; 2018. p. 327–45.Google Scholar

Recommended Readings and Resources

  1. Arao B, Clemens K. From safe spaces to brave spaces, Chapter 8, pp. 135–150. https://ssw.umich.edu/sites/default/files/documents/events/colc/from-safe-spaces-to-brave-spaces.pdf.
  2. Dreachslin JL, Weech-Maldonado R, Jordan LR, Gail J, Epané JP, Wainio JA. Blueprint for sustainable change in diversity management and cultural competence: lessons from the National Center for Health care Leadership Diversity Demonstration Project, Foundation for the American College of Health care Executives. 2017.Google Scholar
  3. Ernst C, Chrobot-Mason D. Flat world, hard boundaries—how to lead across them. MIT Sloan. Manag Rev. 2011;52(3):81–8.Google Scholar
  4. Landreman LM. The art of effective facilitation: reflections from social justice educators. 1st ed. Sterling/Washington, DC: Stylus Publishing, LLC/Acpa; 2013.Google Scholar
  5. Lee L, Horth DM, Ernst C. Boundary spanning in action tactics for transforming today’s borders into tomorrow’s frontiers center for creative leadership white paper. 2014.Google Scholar
  6. Shore LM, Cleveland JN, Sanchez D. Inclusive workplaces: a review and model. Hum Resour Manag Rev. 2018;28(2):176–89.CrossRefGoogle Scholar
  7. Soltes E. Where is your company most prone to lapses in integrity?: a simple survey to identify the danger zones. Harvard Business Review. 2019, Jul-Aug.Google Scholar
  8. Yip J, Ernst C, Campbell M. Boundary spanning leadership mission critical perspectives from the executive suite. Center for Creative leadership White Paper. 2016.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Graduate School of Leadership and ChangeAntioch UniversityOak RidgeUSA
  2. 2.University of Stellenbosch Business SchoolCape TownSouth Africa
  3. 3.Workforce Learning, Department of Human ResourcesMayo ClinicJacksonvilleUSA

Personalised recommendations