–noun, plural -ties.
1. the state or fact of being diverse; difference; unlikeness.
2. variety; multiformity.
3. a point of difference.
Origin: 1300–50; ME diversite < AF < L dīversitās.
That’s what I have always understood diversity to mean, but, apparently, not everyone is content with the above definition. If you look to Merriam-Webster, diversity also means “the inclusion of different types of people (as people of different races or cultures) in a group or organization.” Um, what? No, no, no! How did we let Corporate America ("CoAm") co-opt the definition of diversity? No additional specificity needed – especially since the concept of diversity in CoAm is such a sham anyway. Yes, I said sham.
Now, before we get much further along, a little background is necessary:
Origin: 1300–50; ME diversite < AF < L dīversitās.
Now, before we get much further along, a little background is necessary:
- I’m diverse, that is to say, I’m a recognized minority.
- This isn't about affirmative action.
- I’m all for real diversity in the workplace.
- I’m tired, very tired, of corporate diversity gibberish.
- My minorityness doesn’t define me.
Diversity in CoAm is presented as an Us/Them relationship. Us = white people and Them = minorities/other cultures. The main problem (according to the people who claim to know) is that Us folks need to learn to understand Them folks. The theory is that with better understanding, Us folks can attract, recruit, and retain talented Them folks to work at their company. That’s necessary because customers are demanding more diversity, competitors are making changes, and no company wants to get the dreaded “hostile to minorities” label. You see, CoAm diversity initiatives aren’t altruistic exercises; there’s always a catalyst.
Diversity initiatives are the epitome of all talk and no action. If you haven’t noticed, there’s a flippin’ cottage industry surrounding diversity: recruiting programs, strategic planning, training, consultants, specialists, etc. Despite bottom line priorities, companies throw buckets full of money down the diversity drain. Here’s how it works:
Something happens. Instead of dealing with it rationally - shenanigans ensueand then someone says, “maybe, we should hire a consultant.” The so-called expert gets the gig because of their dazzling display of noshitsherlock common sense. The consultant’s fee is ridiculous (seriously!), but upper management is so concerned about keeping up appearances that they agree to this extortion.
A diversity committee is formed – no one knows what they are actually supposed to do. The committee is run by someone senior enough to be credible, but with no real authority. If the company’s minority population is small enough, they’re all “asked” to join. If the minority population exceeds critical mass, then select minorities (you know, one of each) are appointed. The company excitedly announces its new diversity committee and the upcoming cutting edge diversity awareness training program. Apparently, this is all part of the (new to everyone) strategic plan’s diversity initiative.
Hours are wasted attending seiminars, filling out evaluations, participating in focus groups, having one-on-one meetings, and bitching by the water cooler about “how effing stupid this all is.” The consultant collects all the information and then [drum roll, please] . . . nothing.
Okay, that’s not true. This is what happens:
- the “expert” creates a slick looking report (gotta get your money’s worth);
- the marketing department distills the entire experience down to 140 characters (social media rocks!);
- upper management gives everyone a shallow overview of the results (using phrases like “core strengths,” “areas of improvement,” “optimistic about our outlook”); and
- full reports are skimmed, then tossed aside (like a doctor’s office Redbook mag).
And the absolute beauty of the whole thing? Sometime in the next 5-10 years, the process starts all over again (cause stupid is as stupid does).
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