What makes an individual an individual is truly unique to them. The experience of life, from birth until death, differs from person to person. Although we share the same planet, the complex interplay of space, time, nature, people, and cultural history with an individual is truly unique to that individual. Resulting diversity is often a product of this dynamic, along with the manner and degrees to which each of us adapts to them.

Many times, our individualities and personalities have to adapt to societal systems, which have been built as fixed structures. These systems are meant for us to make it easy to collaborate and co-habit with success while sharing common resources.

But counterintuitively, depending on the fixedness of these structures and systems, they might pose as barriers to the wellbeing of its members.

As cultures, businesses, corporations, communities, and nations are increasing in diversity (by becoming more complex in the demographics of people they cater to), it becomes vital to change the way we set our priorities—as mostly all of us favor the wellbeing of all!

It becomes vital to create more adaptability, flexibility, and nuance to the structures themselves.

A deep dive into relevant research to identify, clarify, expose, and prioritize imminent needs is crucial. Catering to problems with the tools of equitable health services, inclusive transport systems, and destigmatization of (mental, sexual, and reproductive) health will be profoundly impactful. Directing policy development with this approach (of becoming more inclusive) shall better work for the population the respective authorities serve.

Importantly, a nuanced approach to understanding problems—in all shades of [its] gray—rather than keep redefining what is black and what is white, shall help in bringing about real change.

Many developed nations, evolved communities, are robustly inculcating the DEI (Diversity, Equity, and Inclusion) approach while devising policy and programs. While some of them are making amends, others often find themselves grappling with their immediate (and often overwhelming) concerns and fail to adapt these innovative strategies.

There have been some success stories that can teach us how, still, adapting these strategies to the extent possible can go a long way.

We can start on a smaller scale—so as to commune again—with a better understanding and rigor to propagate changes that work better.

A huge proportion of a population spends time in their workplace! To better understand how DEI affects wellbeing, let us focus on a smaller ecosystem of a workplace.

We can use various approaches that help to improve inclusion in an organizational setting. It is important to periodically gather the data that measures multiple attributes of diversity (like demographics and performance data) within an organization. This shall help us identify differences between member groups and minimize any or all (systemic) biases that stifle employee wellbeing and eventually the overall success of that organization.

It is also vital to share these data results widely among its employees so that they are aware of the steps executive and managerial staff take towards more equity. It is also important to communicate these reports externally—to favor transparency and future growth.

Gallup defines equity as fair treatment, access, and advancement for each person in an organization.

A study revealed that ‘Employees [in the majority of the firms] are unaware of efforts underway to drive a more inclusive culture.’ Almost 80% of participants in a study mentioned that their organization didn’t adopt the DE&I practice. Many employees were unaware of programs and activities that help tackle the challenges of bringing more inclusivity to their enterprise or firm. Even ‘affinity networks’ (where members share common traits and which is considered a strategic core to using DEI programs) were unaware of such activities, many of whom believed that the leadership team didn’t transparently communicate with them about such initiatives.

According to an HBR article, a survey result exposed how employees’ DEI needs were not being met. There was a substantial gap in the awareness regarding the changes made in companies that adapted DEI activities, with less awareness in the employee groups. The latter still reported discrimination at the workplace. A very small proportion believed that there was an equal opportunity provided to progress in their company. They also reported not being respected enough or provided equal opportunity.

The McKinsey report showed places with diversity in their executive as well as employee groups consistently outperformed the ones who had a lesser degree of it. And participants’s sentiments on ‘diversity and inclusion’ revealed that the majority felt diversity was more present compared to inclusivity. And the latter might demand a completely different approach.

These findings show that DEI often works in favor of all, but we are not doing enough of it.

In the immediate future, we should adopt it and adapt to it—whether in the workplace or on a much broader social level. We also see that there is much scope to improve programs that are already applying it!