Dei Deconstructed: Your No-Nonsense Guide to Doing the Work and Doing It Right

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Inclusion focuses on creating an environment where diverse employees feel valued and can fulfill their potential, requiring the dismantling of barriers. And so some of the tension is that the new societal pressure to make inequities go away is butting up against these long standing, sometimes decades long hierarchies within organizations, within institutions, within government, within academia, within industry that have unspoken rules about who it is that deserves to be on top. And a few times during my writing process, I've read what I've written and I'm just like, you know what? So I think I do a good job of saying, wherever you are, I want to make space for you, but I'm not the type that lingers there.

I think what I've tried to do in the last few years is to take a different approach than what I've seen in the industry. Activism gives reformers like Lily a chance to talk to people in a softer and more friendly manner about how we all can be better. If you're not, then like we're going to put the hammer on you and put you on blast for not being inclusive. In medium-trust environments, there are two core tensions, “the tension between legitimacy and power and the tension between stakeholder patience and intervention effectiveness.Zheng is the first practitioner I have seen use an organizing framework to meaningfully and measurably impact change in organizations! Feedback practices, conflict resolution, and employee well-being are essential components of successful DEI initiatives. Because when we look at how change happens in organizations, everything sort of depends on everything else happening and the tactics that apply best in context to depend on what's happened before. Power distance refers to the degree in a society to which people are more or less comfortable with hierarchy, with power differences. Using the tags, I will eventually create a summary to reflect on my role and how to use the tools and techniques offered in the book to become a better DEI practitioner.

She's a passionate inclusion and equity advocate, committed to helping leaders foster healthier and therefore more productive workplaces, ultimately driving innovation and business results. By utilizing an outcome-oriented understanding of DEI, along with a comprehensive foundation of actionable techniques, this no-nonsense guide will lay out the path for anyone with any background to becoming a more effective DEI practitioner, ally, and leader. At no point did I bring in the hammer of we need to create cultures of belonging for everyone all the time.

I instead encourage the folks I work with to see each tactic as setting up the conditions for another tactic. Before starting any EDI work, Zheng lays out how you must determine whether you are a low, medium, or high trust organization. And that's already more detail than most movements have been able to tackle because they focus on the first thing and then they stop. iv) Stakeholders' roles presented in chapter 7 link stakeholders' movement and the organization's role. I think the reason why we're seeing a shift back or people going back asleep is because they were never truly awake.

They also identify multiple roles necessary to drive a DEI change in an organization, for those of us without formal power and who don't see themselves as the fire-breathing advocate (I can see myself in the educator role, though). I really would love if we could make this work boring as all hell, because I think that's what it is at the end of the day. This was a clear and readable introduction to DEI work with practical and meaningful advice on how to achieve impact from DEI interventions, rather than just hoping for results based on good intent.

You can again start a social movement to raise the visibility of certain solutions to say, "Okay, we tap this committee on board, but all of our employees have rallied to say that they want this one solution. LILY ZHENG: Yeah, I feel like there were at least three questions there, all of them really interesting. Equity involves providing equal access, treatment, opportunity, and advancement for every employee, eliminating obstacles to success.

Sure, we want equity and equal pay, but if we don’t think bigger than this, how will we ever really push the envelope beyond the demands listed in Dolly’s “9 to 5”?

I found the chapters on types of power within organizations, roles necessary for any movement to create change, and the role of trust in institutional change the most exciting and interesting. We need: non-white people, women, LGBTQ+ people, disabled people, neurodiverse people, Muslim people, Jewish people, and so on to create a world that interrupts inequity and designs for the difference in mind.