Future Trends in Equity, Diversity, and Inclusion (EDI)

Recently I gave a talk about future trends in equity, diversity and inclusion (EDI) and what it means for leaders and their organisations. This was for a Symposium organised by the Legal Aid Practitioners Group (LAPG), with Nexus Evaluation invited as guest speaker.

I share insights from that discussion in this blog.

A lot of our current focus around EDI is, quite rightly, on historically marginalised and discriminated individuals and groups. But in the future, there will be new at-risk, discriminated and marginalised groups, for example:

• People with disabilities resulting from new diseases and mental health conditions. Recently COVID created a new generation of energy-limited individuals and groups with long-term conditions. Other new viruses and diseases will continue to challenge leaders and business models.
• Those who cannot afford/use cognitive enhancement technologies. Cognitive enhancement (through genetic modification, brain-computer interfaces, etc.) might become mainstream in the future, and people who cannot or choose not to do so might become marginalised, with enhanced individuals potentially gaining an unfair advantage in education, employment, and social standing.
• New gender non-conforming and fluid individuals. The way we perceive gender has evolved since the Middle Ages and has evolved rapidly in recent decades. We now have new understandings and terms that we did not a few years ago, like “genderqueer”, which emerged in the 1990s and “non-binary” since 2000.[1] There are also pangender, third gender and other specific identities. There is no reason to believe this evolution will not continue.
• New “off grid communities”. With increasing surveillance, data collection, and integration of digital technologies into every aspect of life, those who value privacy or choose to live “off the grid” could be marginalised and face social or legal pressures to conform.
• Transnational or stateless populations. As globalisation, climate change and conflict continues, more groups may fall through the cracks of national identity, becoming stateless or transnational populations. Migrants, nomadic groups, and individuals whose identity doesn’t fit neatly within national borders will face intensified marginalisation, with restricted access to legal rights, healthcare, and/or education.

Technology will also increase transparency and allow rapid feedback loops with developments like real-time monitoring of hiring/salary/promotion patterns, bias recognition and regular releases of EDI reports. This will be coupled with more public pressure and advocacy to demonstrate meaningful EDI action – with “performative allyship” or superficial efforts being quickly called out and challenged by customers and employees alike.

All of the above highlights the need for leaders and organisations to prepare and proactively adapt to the future, and here are some ideas:

• Move from a focus on belonging (the feeling that you are accepted, valued, and connected with your colleagues and organisation) to Physiological Safety – a belief that it’s OK to take risks, to express ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences.
• Proactively explore more decentralised power structures. Redefine power, explore downward accountability and transformative governance models with flatter hierarchies, where leadership is distributed across networks rather than top-down structures and via more collaborative, servant and team-based leadership models.
• Redefine merit by rethinking how to assess the potential for excellence and success, providing a more level-playing field for non-privileged and dominant individuals.
• From equal opportunities towards positive discrimination and provision of tailored support before, during and post-application. This acknowledges that given the unequal systems that give rise to differential opportunities, experiences and capabilities, reserved and targeted opportunities need to be created for those marginalised and discriminated against.
• Invest in a diverse talent pipeline: Upskilling diverse individuals and sector-wide collaborations for systemic change vs waiting to find and recruit more diverse individuals. This is about taking an EDI, proactive, and systems change approach to succession planning.
• Using your voice, positionally, power and privilege to advocate and develop policies that dismantle systemic inequalities while developing new business models that meet a wider range of needs for both users and employees.

At the core of all of the above is a learning organisation, one that never ceases to be curious and continuously senses, tests and improves as needed.

Reach out if you or your organisation would like to explore any of the above!

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[1] Monro, S (2019), “Non Binary and genderqueer: An overview of the field”. The International Journal of transgenderism.