Promoting Diversity of Ideas and Inclusion

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

Many nurse leaders have told me that the polarization of society has seeped into the work environment. It has led to negativity, conflict, and incivility. Creating work environments that embrace the diversity of thought is now considered a new frontier in leadership. We know from research done by Deloitte and others that the highest performing teams are both cognitively and demographically diverse. Acceptance of diversity of ideas and viewpoints does not happen in environments unless inclusion is promoted as a strong value.

To build a work environment that promotes inclusion, the four key elements need to be present:

All staff must feel that they are treated equitably and fairly, with no favoritism from the leader.
Staff feels like they are valued for what they bring to the environment, and they belong.
There is psychological safety to speak up without embarrassment, harassment, or retaliation.
Staff are empowered in their work and encouraged to develop.

Deloitte data indicates that leaders’ behavior accounts for up to 70% in the differential as to whether an environment is inclusive of a diversity of ideas. To build environments that are highly tolerant of diverse thinking, leaders need to do the following:

Commit to diversity and inclusion as a core value in their leadership.
Demonstrate the courage to embrace conflict and lack of harmony by inviting those whose thinking differs from the leader.
Be aware of their own implicit biases/blindspots and work hard to monitor them.
Be open-minded and listen with curiosity to ideas that are different than your own.
Be culturally intelligent, paying attention to the needs of others.
Empower others and create the opportunity for team cohesion.

I recently interviewed a nurse leader to learn how she is managing the diversity of viewpoints among staff. She talks with her team frequently about the importance of accepting that everyone is entitled to their viewpoint. You don’t have to agree with the viewpoint, but you should be willing to listen. She tries to role model this behavior herself. When she heard two staff loudly arguing about politics, she dropped into the conversation and asked – spend five minutes here and try to come to a consensus on two things you can both agree on. She understands the social drivers of human behavior and that bringing staff to common ground is the first step.

Like me, this leader was on her high school debate team. Before debate forums, you researched a usually highly charged contemporary issue. Until 10 minutes before debating, you never knew which side of the issue you would be assigned to debate. It was such a great exercise in having to think through both sides of any issue critically. You were forced into having “strong opinions, weakly held.” The leader told me that she uses these debate skills every day with staff. When there is a diversity of opinion – she always asks – what about this viewpoint would make it true? Her staff knows that she respects diversity in viewpoints. She asks her staff to speak up if they see things differently. She is okay with a lack of harmony but not a lack of civility. Diversity in ideas is the new frontier in leadership, and like this leader, we need to get skilled at managing it.

Read to Lead

Bourke, J. & Dillon, B. (Deloitte Review – January 2018). The diversity and inclusion revolution: Eight powerful truths.

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Read Rose Sherman’s book available now – The Nurse Leader Coach: Become the Boss No One Wants to Leave