Creating a Diversity, Equity, and Inclusion Strategy? Don’t Overcomplicate It.
Design thinking concept illustration
IBIS offers strategic DEI planning services customized for a range of organizational sizes, goals, and needs. While our strategic frameworks vary between clients, Senior Consultant Alex Suggs makes the case, below, for the application of "design thinking" when it comes to DEI.
Since its inception in 1978, the firm IDEO has practiced what it refers to as human-centered design. In the last 15 or so years, the firm is often credited with popularizing the widely-known, human-centered methodology known as design thinking. This approach to problem-solving enables people to develop innovative, feasible, and desirable solutions that effectively resolve problems.
How does this relate to Diversity, Equity, and Inclusion?
Often, organizations recognize the need for a data-driven diversity, equity, and inclusion (DEI) strategy, but they don’t know where to start. Let’s walk through an easy-to-follow model that breaks this down so things feel a bit more manageable.
The 5-stage model of Design Thinking was originally proposed by the Hasso-Plattner Institute of Design at Stanford. The stages include: Empathize, Define, Ideate, Prototype, and Test.
Let’s see what this might look like in practice.
Stage 1: Empathize
At this stage, you will want to gain a better understanding of your employees – the people you are ultimately aiming to support. What are their biggest pain points? What do they love most about your organization’s culture? Are systemic inequities coming to light?
Actions:
Gather qualitative data via focus groups and interviews for individual perceptions.
Focus on discrepancies across demographic groups and levels in the organization.
Don’t assume you know the issues. Listen to what employees are telling you – perception influences one’s reality.
Compare what you’re learning with any quantitative data derived from climate surveys and assessment of policies, practices, and programs to uncover systemic issues.
Realize your employees may have more trust in a third party. Consider seeking out an experienced partner to assist you in these efforts.
Stage 2: Define
Next, analyze your gathered data to pinpoint your organization’s strengths and weaknesses. Define what exactly you are solving for and who you are solving for so that your organization’s DEI strategy addresses the true needs of your employees.
Actions:
Ensure the data is being analyzed by a diverse group of stakeholders.
Don’t discount your organization’s strengths. Build on these to generate momentum.
Summarize the key findings with your employees.
Learn what data is still needed but know when it’s time to move on.
Step 3: Ideate
Utilize the data to define your employees’ needs. Then use this stage to solve for them. This can range from straightforward, practical ideas to outrageous, unthinkable suggestions for transforming your organization’s culture.
Actions:
Start big. Dream up any and all ideas without limitation.
Bring together culture champions and known influencers in your organization to form a DEI Council.
Don’t know what best practices to integrate? Consider tapping into the expertise of an experienced partner.
Use colorful sticky notes for this stage (just for fun).
Step 4: Prototype
Draft a plan – your first prototype. See what it looks like on paper. Take it around the organization to various stakeholders to get initial feedback.
Actions:
Break down the strategy into concrete pillars that align directly with your organization’s broader business strategy.
Ensure there is governance and accountability built into the strategy.
Don’t get too married to this initial draft of action items. It’s a prototype meant for feedback.
Step 5: Test
You’ve made it to the final stage. Finalize a strategy and begin implementing action items. See what progress your organization can make in the short-, mid-, and long-term.
Actions:
Pair each action item with concrete metrics, owners, budget allocation, and a timeline for completion.
Identify and prioritize the foundational items in the strategy.
Bring employees along on the journey.
Communicate progress – no achievement is too small.
Following this stage, prepare to apply this model again in time to continually center your organization’s employees. A human-centered strategy is sure to be met with greater success. Let’s solve for the right things and be adaptable for when those things inevitably change over time.
This work is hard, but don’t let the initial ambiguity of this process keep you from taking the first step! Good luck and reach out should you need a hand.
Alex Suggs is a Senior Consultant at IBIS. She is energized by courageous conversations and operating through a design-thinking lens, engaging in a human-centered approach with empathy as a key aspect in approaching challenges.
