The Power of Difference Where the Complexities of Diversity and Inclusion Meet Practical Solutions 1st Edition by Simon Fanshawe ISBN 9781398601567 139860156X

01 What is diversity for?

What Abraham Lincoln can teach us about achieving diversity

Passion can be your worst enemy

Why we need to do more than make gestures

Good intentions only get you so far

Diversity deficits and dividends aren’t the same thing

The right thing to do

The representative thing to do

The smart business thing to do

02 Inclusion is not just about being nice to people

A model for inclusion: difference not similarity

First a bit of history

If that’s the history, what does it mean for the present?

Echo chambers

What’s inclusion for?

Inclusion must embrace disagreement

Being yourself at work matters, so no one should have to ‘cover’

03 Diversity is not a minority sport

Differently different

Why norms too often aren’t norms at all

Diversity’s contradictory problem with minorities

The flaw in flexibility

More traps set up by the labels

Minorities shed light on the bigger questions

How ‘merit’ is by and large not actually merit

04 Unconscious bias is an excuse

What happened when we legislated against bias?

How business thought unconscious bias training was the cavalry

We need to do the work, not beat ourselves up

How unconscious bias training lets everyone off

Why RAGE helps

Bias is damaging – but it’s not a character flaw, it’s history

Engage employees to listen to each other and find solutions

Change the context for your people to interact more deeply

05 Ditch the superhero

The ‘hero’ CEO

Murderous chickens and open heart surgery

Complexity needs diversity

Creating diversity doesn’t happen accidentally

It’s good business to be nosy: so, go on, find out the differences between you and others

Stoves, codes and bankers: how diversity saved cooks, almost won the war and could have prevented the crash

The Virtuous Circle of Selection

What’s the team for?

What’s the job for?

What combination of difference enhances team performance? Or why more diversity keeps us safer in our beds

Who have you got?

So, who do you need to add to achieve the team’s goals?

We have to design out the bias: it won’t happen on its own

06 Diversity isn’t harder to manage: You only think it is

From Shabbat supper to managing difference

Diversity perceived as conflict

How diversity might have saved RBS from collapse

Guerrilla warfare, tanks, and fast and slow thinking

Technology: HMV and Covid-19

Why ‘safe spaces’ damage diversity

Start from how it might be, not how ghastly it is

References

Index