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Changing the conversation: What do we mean by inclusion?
This module gives a brief outline of current ideas about inclusion but more importantly, will help you understand your own responses to the issues involved. Inclusive leadership begins with changing our conversations about inclusion - conversations
that can be challenging to hold in our workplaces. The more you understand about your own lived experience of inclusion (or exclusion), the more you will be able to participate and lead those new conversations.
Watch this 18 minute video.
Layers of understanding
When we talk about inclusion it's really important, as a leader, to recognise that our understanding of the topic and what it means in our leadership is 'layered'.
These layers are demonstrated below:
Cognitive understanding
Cognitive Understanding is supported by the inputs that inform us on the topic of inclusion. For example:
The theories written about inclusion
The models on inclusion
What the data shows.
Emotive understanding
Emotive Understanding is how we relate to ourselves and to other people. Leaders should find a safe way to connect with their understanding of the topic of inclusion by asking themselves the following:
How am I feeling about what is being discussed?
What are my 'felt responses' in relation to what I am learning?
What are my 'felt responses' in relation to the people and/or lived experiences of people who are being excluded?
Often leaders can avoid having conversations around inclusion because they can be emotive discussions which may provoke feelings of vulnerability, guilt, shame and perhaps even the pain of personally experiencing exclusion.
If you are thinking of initiating conversations around diversity and inclusion you can use the following steps:
Value yourself and each other
This is an important and sensitive topic, so it is important to look after yourself and value yourself as part of the process, as well as valuing each other.
If there are elements that are triggering or emotive, check in with yourself and give yourself a break if you need it.
Remember to also check in with those you are learning with and those that you are leading.
'No blame' environment
The purpose of the discussion is not to blame or 'put down' certain people or groups.
The intention is to invite different viewpoints and perspectives and to understand what inclusion and leadership means from those different perspectives.
This helps to develop deeper understanding, allowing for more challenging conversations that can push us into a space of transformation and generate new ways of working.
Passion & compassion are forces for change
This is an emotive topic because it affects all of us, as well as how we relate to ourselves and others.
Harness your emotions for this discussion, rather then denying them. Your passion and compassion can be used as forces for change.
The history of inclusion as an idea
There are many definitions of Inclusion and Inclusive Leadership. We will look at the journey that our society has taken around these issues to help you understand the difference between the terms equality, diversity and inclusion.
Equality Act 2010
The Equality Act (2010) identified the following protected characteristics:
age
disability
gender reassignment
marriage or civil partnership
pregnancy and maternity
race
religion or belief
sex
sexual orientation
Procedures and laws were implemented to ensure that people were not discriminated against based on these protected characteristics.
Diversity
Diversity is:
Going beyond the protected characteristics
Embracing what makes people and groups different
Is about all of us not just some of us.
Inclusion
Inclusion is:
Understanding that opportunities are not equal for all people
Creating the conditions for all people to flourish and thrive
Valuing and celebrating difference through ways of being and working
Inclusion now
Moving into the 2020s, new, more open conversations are now taking place around equality, diversity and inclusion as a result of social media, the media and technology.
People from different groups are now able to share their viewpoints and people from groups that have often been excluded in society are finding a voice to talk to their exclusion, their pain and their differences in a way that helps other
people understand what it is like to be them. This also helps others to understand that it is OK to be different.
This is a positive step towards being able to value ourselves and each other.
Introducing the Leading Libraries series. It covers the findings from the C21st Public Servant research, the origins of the four 'Leading for' capabilities and explains how to use the materials.
This set introduces you to resilience and why it is important for leaders. It covers emotional resilience; mental resilience; relationship resilience and social resilience.
It covers the key concepts of dialogue and why it is important for leaders, listening and inquiry skills, an introduction to 'conversational moves' and how to create a space for dialogue.
Emphasising the need for inclusive practice in our services and communities. It covers the foundations of inclusion, barriers to inclusion, power and privilege and allyship skills.
Building creativity and design skills for leaders. It covers the innovation cycle, diagnosis and perspective shifting skills, creative idea generation and safe-to-fail experimentation.
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