Guiding Questions to Think about Bias in Museums (by functional area)

At AAM 2018, there was a wonderful panel led by Cinnamon Catlin-Legutko about Decolonization. While all the speakers were wonderful, I was particularly struck by Jaclyn Roessel’s remarks about indigenizing museums as an act of transforming the current power structure. Overall, the conversation underscored the importance of systematic and cataclysmic change in transforming the colonialism inherent in museums. This process is one that requires work and the ceding of power to people outside the museum world. Cinnamon et al stressed the importance of collective action and community-organized change.

Walking out of that conversation, I was struck at how much time and energy is required of community groups when they help museums transform. How can museums ensure that they are meeting this sacrifice in good faith? Museum teams need to prepare themselves for tough conversations.

The first step is to find ways to subvert the natural human inclination towards defensiveness. Criticism of any kind can feel like an attack. But, in a society where race is a taboo topic, criticism can become debilitating. Learning to tamp down defensiveness, therefore, can be an incredibly important means of laying a foundation for growth. (Incidentally, Beyond Defensiveness, our book, and our online course can be useful tools to help on the path to dealing with bias).

Once you are personally positioned to be self-critical about bias, you need to examine your work. While each field has a slightly different manifestation of bias, overall, investigating inherent challenges requires thinking about who is missing and why. Making ideas explicit requires seeing what you have been missing, potentially for your whole career. Think of it as an intellectual optical illusion; once seen cannot be forgotten.

An Example

Take this example. Recently, New York writer Jerry Saltz posted a tweet about women artists.

The sentiment was important, as was the fact that it was said by an influencer.  Yet, the tweet had an important omission. The tweet never called out the reason that women were not taken seriously as artists. While this could be seen as simply an issue of “elegant” verbal framing, this was also a way that language hides the actual instigators of inequity.  Exposing such omissions are important as bias cannot be dealt with if it remains invisible.

How do you see the unseen?

The pernicious effects of colonialism and bias thrive on silence and denial. People need to be willing to look at every process with a critical eye. Every element of work needs to be investigated. Choice points need to be considered. Here is a great moment where data and visualizations can help draw conclusions. Data can help make concrete that which is hidden. For example, what percentage of works in an audiotour are of male artists or artists of color? What percentage of artworks have long-form labels? What is the demographic make-up of the audience? What is the demographic make-up of the photographs in the marketing? (Above is a graphic to offer some questions by functional area.)

Doing this type of hard work internally is essential before joining forces with community partners. Those partners have put themselves out to join you on your journey. Don’t they deserve a travel partners who is strong enough to make it down this long road?

Recognizing Bias in Interpretation and Content

 

Being culturally situated is a state nothing can avoid, collection objects included.  Collection objects, even natural history specimens, are mediated by creators, curators, educators, amongst others. A dinosaur bone is excavated by a person, identified by a person, and reclassified by a person. The human existence, in other words, flavors the essence of every collection object.

The first step in recognizing bias is to accept that all aspects of museum work have inherent biases. There are many clear points of bias (above). Ignoring bias does not make these issues disappear; in fact, avoidance usually exacerbates and multiplies bias. Acquisitions are the often the result of inherent in-group bias when the academic interests nominate certain white, male artists as exemplary skewing the whole collection/ cannon. Databases seem cut and dry but are rife with potential biases.  For each category that has controlled vocabulary, a decision has been made. Databases that articulate male and female as the only choices for gender are excluding other genders. Interpretation is the front-facing function that needs to think particularly critically about bias.

 

 

Interpretation is like the end of the long line from the origin of the object to the visitor.  Interpretation is also the point where bias is particularly obvious. Content creation, ideally, starts with finding bridges between objects and visitors. There are many tools to form this bridge, from social media to catalog essays.  While each tool has a different reach and needs a different approach, in each instance the content creator chooses facets about the collection object to foreground. This choice-point is when many stories are edited out. When making this choice, however, thought is rarely given about who is being edited out and why.

How can bias be improved?

  1. Understand that all aspects of museum work have bias. Without accepting and understanding this, museum staff cannot address bias.
  2. In each area, reconsider conventional wisdom, long-held beliefs, and givens. Ask yourself “why” processes exists as they do.
  3. Seek help from others. Jaclyn Roessel gave a wonderful talk about her work about Indigenization of interpretation and process at #AAM2018, and this is a great example of how changing the balance of power can ameliorate biased systems.
  4. Invest time, energy, and trust. Museums are colonial institutions. Lip-service or surface bias treatment will not reform the foundations into equitable institutions. People need to go all in to make true change.

#AAM2018 Recap: Language, Collaboration, and Action

 

The Annual American Alliance Conference 2018 was hosted in toasty Phoenix. Many participants mentioned that this conference felt like a year to consider the basics. Rather than big bang projects, many presentations seemed to focus on maintenance, improvement, and thoughtfulness. As part of this introspection, many presentations put a fine focus on understanding the structures and processes of the museum world. Here is a roundup of some the biggest issues

Language: Communication between people has an inherent bias. Verbal communication often holds a bias towards those in power. For example, until very recently, many occupations were described in gendered terms (fireman, postman, councilman). Focusing on words might feel insignificant in the grand scheme of improving equity and inclusion. However, words are the basic building blocks of improving the socio-cultural state. Currently, language is built on broken blocks. Being thoughtful in the ways that you use language, avoiding biased language, for example, is like excavating and rebuilding our faulty communication tools.

Decolonialism/ Equity/ Inclusion:  Just as language might be the building blocks of inequity, colonialism is the architect of the inequity in society. The society we live in is a product of white Europeans expanding and conquering much of the planet, laying waste to the people and cultures resident there. This expansion/ decimation might have begun centuries ago, but the ramifications remain present today. Museum collections are particularly tangible artifacts of the colonial state. In order to truly embrace equity and inclusion, museums need to face and address the colonial nature of their work and collections, in a holistic and all-encompassing manner.

Collaboration/ Partnership: Museums are part of an ecosystem of organizations and institutions, large and small. Despite the breadth of possible collaborators, museums often act unilaterally in their planning and implementation of programs and exhibitions. Museums are ill-at-ease with ceding power, the central crux of good collaboration. Instead, museums often create collaborations in name only, which are basically perfunctory check-ins. With careful planning and dedicated time, museums can implement collaborations that will have positive lasting effects on their communities and their work. This type of collaboration, however, requires earnestness, truthfulness, transparency, and follow-through.

Risk: Risk-taking can be at the heart of a good collaboration. Museums are change-averse and yet always in the throes of change. This state means that staff needs to handle inadvertent change consistently, while not being able to take calculated risks (planned change). Fear of change is often centered around a few of power changes/ loss of power.  Conversely, ceding power is a learned skill not unlike risk-taking. Taking small risks, and reaping the benefits, can increase institutional aptitude for risk-taking.

Space: Improving anything is hard. It takes time, energy, money, and dedication. Ameliorating the state of museums can feel particularly draining, as we are a physically disparate field. (Rather than a physician with scores of peers in your region, museum workers often find their peers around the country/ world). As a result, people can feel isolated. Exhausted and isolated people cannot effectively make change. Museum workers must take care of themselves if they want to continue their impact on the field and their visitors. Self-care can take many forms, but in essence, means that you take some time to focus on yourself.

 

 

6 Tips for Making the Most of a Conference #AAM2018

Conferences are a huge expenditure of time and money.  They are held in huge, impersonal buildings, peopled by hundreds and hundreds of unfamiliar people. The pressure to do conference right can feel overwhelming. But, first and foremost, there is no one “right” way do attending conferences.  You need to find a good balance between engaging with ideas, meeting people, and finding space for yourself. Each person has to find their own best way to handle conferences.  How do you find your own best way to handle conferences? Here are some tips to help you do that. (Follow the tips, and then notice what feels right).

Plan Ahead: Have some clear objectives in mind before you go. For example, think about a few big topics you know you want to think about. Search the program ahead of time for those topics, and pick a few for your calendar.

Be flexible: The best-laid plans are actually the ones with room to bend. Other than your few must-see talks, allow yourself chances to be swept up in the zeitgeist of the conference. You will hear people talking about talks; try a few of those.

Share: Be open with people and allow them to be open with you. Elevators, hallways, coffee lines are great chance to make a quick bit of connection with a colleague.

Document: Make sure to take notes, however, you naturally do. Twitter stream, hand-written, typed. Whatever you already do, keep doing that. You will be taking in a number of ideas, and you don’t want to be stressed about forgetting them. But, also keep your phone in hand. Sometimes it is easier to snap a shot of ppt slides than to take down notes. Also, remember, you won’t catch everything. Be okay with that. After all, you will be able to find plenty of notes on Twitter and SlideShare.

Relax: Conferences are exhausting. You are on all the time. Even the most extroverted person can feel tired. Find your own ways to get a little break. I always have a half-read book in my kindle app. Any time I need a little me time, it’s there in my phone.

Enjoy: Conferences are work, sure. But they are also a chance to be with scores of people with similar values and interests. Luxuriate in that.

 

 

Emotions and Customer Experience

Customer/ Visitor Experience basically encompasses connection your visitor has with your organization from the signs on the street to the moments in the galleries. CX overarches both onsite and offsite; physical and digital. Experience is, therefore, a huge concept. As with all large concepts, considering constituent aspects.

Touchpoints:

The concrete elements that express the experience to customers/ visitors are a good place to start. These elements are where the ideas of the experience come to fruition, where theory becomes action. Here are some examples:

  • Discovery:
    • Word of Mouth
    • Social Media
    • Online
  • Research:
    • Social Media
    • Online
    • Front of Line Staff
  • Initiation:
    • Parking
    • Entrance
    • Front of Line Staff
    • Point of Sale
  • Consumption:
    • Galleries
    • Labels
    • Educators
    • Interactives
  • Review:
    • Word of Mouth
    • Social Media
    • Online

Reactions:

The touchpoints should spark reactions in visitors. These reactions aren’t just procedural. For example, a common museum touchpoint is a map that should help people get to places, at a bare minimum. But, the map should also communicate welcome and ease. People should feel comfortable.

Museums often focus on the procedural element to the touchpoints and therefore miss the mark with reactions. An effort needs to be placed on understanding that touchpoints evoke attitudinal (not just behavioral) reactions. Without careful consideration, those touchpoints will strike the wrong chord.

Actions:

Thinking big picture is a good improve the alignment of the touchpoints and the reactions. Start with the action you hope to evoke. So, for the map, for example, you are communicating welcome. You want people to feel ready and able. Certainly, you want them to get to each of the galleries. They won’t even want to get to your collection if they feel overwhelmed or turned off from the map.

Museum Customer Experience

Customer? 

Museums create exhibitions and installations for people. We most often describe those people as visitors. The word visitor has some strengths. A visitor is invited and wanted. But, a visit is transitory and not-participatory. There are so many other words that we could use. There might not be an ideal word, but for the sake of argument, let’s think about the word customer. This is a word that might feel at odds with museum culture. Customer implies a transaction and a transfer of a commodity; both of which are not usually the focus of museum culture (though do occur in museums). But, customer is a useful concept, as this is the word used in service transactions. This service arrangement is central to capitalist culture and has a refined customer culture. The norms of being a customer are inherent in almost every monetary exchange in the U.S. (and most capitalist countries). Customers are being who are treated well and who gets to determine what well means. They are, after all, always right.

Stores and restaurants spend real money on getting the customer culture right. They can’t afford to get it wrong. Design and service are honed to ensure clarity and conformance to brand. People walk into a place of business and know what they do. You don’t walk into a burger shop and wonder if they sell dresses.

Museums, on the other hand, eschew some aspects of customer culture. Whereas almost every public building makes finding the bathroom easy, many museums prefer to be coy. Museums are notorious for their poor wayfinding, no bright arrows for museums. Museums often use volunteers instead of staff to communicate their message.

Good Experiences

I’ve been to hundreds of museums. Thanks to years of dealing with patrons, I am highly attuned to hot-button challenges both from the side of the patrons and the front line staff. I can see the pain points and the failures. And, the challenge is that visitors might not be able to articulate the points of challenge, but they can certainly feel those problems.

Signage is a perennial problem, and a topic for a standalone post, but just think of the negative reaction a person has when the bathroom sign is too small to be seen. Their momentary (and visceral) negativity will be felt through the rest of their experience and will spill into their word of mouth reviews. In fact, everything that happens onsite effects the visitors feeling, because visitors are used to a customer culture that centers them.

With the many checks and balances in museums and the legislative pace of decision-making, often the most effective way to improve customer service is to train front of house staff to be more friendly. This decision is, of course, not free. Training takes time. As front of house staff is the lowest paid, they are often the most transient portions of the staff. But, the investment is huge. One good experience with a person can easily erase bad experiences with inanimate items (signs, maps, etc).

In Practice

One of the best experiences I have ever had with staff happened recently at MassMOCA. This museum is a bit of a pilgrimage site, nestled in the Berkshires. The enormous campus hosts contemporary art that can be esoteric and inaccessible. So, this is a museum that hosts people who really want to be there.

On a random Monday morning, we arrived two elementary aged girls in tow. Children make many museums nervous as if those erratic beings are just waiting to attack. My girls are used to museums and guards, so are okay when guards are a bit brusque. We were all totally surprised when the guard leaned down to their height to tell them which artworks could be touched. When they stood there a bit dumbstruck, he even cajoled them to interact. Every person who worked there communicated that they wanted us to be there. I cannot understate this. When the staff exudes welcome, the visitors/ customers feel positive about your institution.

That first experience was then translated throughout the institution. Staff throughout the organization smiled and helped. They welcomed, encouraged, and intuited, all the while remaining respectful. They were able to hang out at hand rather than hover creepily.

The impact of human experiences on visitors/ customers is huge. We happily bought lunch and knick-knacks, because we felt positive. We stayed longer because we felt comfortable. We told friends with families to make a stop there. (And, I wrote this blog post :>)

While that sign might give you bad vibes, a good experience with a person will be a concrete moment that visitors will remember. These are the kinds of experiences that are returned exponentially in word of mouth and repeat visitorship.

Improving Customer Experience

Front of House plays into the customer experience at the research, initiation, and consumption phases. Each of those points of interactions is chances to foster positivity.  But, without thought, organizations end up with erratic service. The heterogeneous siloing of roles (visitor experience and education) often means that customer service feels fragmented. Foremost, museums need to think about customer service systemically across their departments as well onsite/offsite.  Visitors/ customers don’t care that people work in different departments. They see all the people working at the museum as being on the same team. The plan needs to be produced with authentic input from people who actually work with visitors. (This plan cannot be top down if it is to be successful). Once this plan is in place, the service goals and benchmarks need to be communicated to the whole organization. Then people need to be trained and commended. Staff who are unhappy will not perform in positive ways. Finally, the customer experience plan needs to be iterative and evolving. Doing better for visitors/ customers requires trying to do better.

Museums and the Web 18 Review OR Reality can be hard even when its not Virtual

Museums and the Web 18

Museums and the Web 2018 was hosted in lovely Vancouver. As always, friends from around the world descended upon the town for ideas and enjoyment. While the MuseWeb organization does a great job of publishing articles that expand on the presentations, here are the highlights and themes from this year’s conference:

 

VR/AR/R: All types of reality were discussed and debated. Virtual reality was featured in the keynote, from LucasFilms VR lab no less. The back channel, a bit of unicorn at conferences these days, got fired up, with good reason. Virtual reality, in practice, currently feels more virtual than real. And, we as a field have real problems. We need to slay our dragons before marching out onto a virtual quest.  In addition, VR is about being in a new reality. For museums, this is a big challenge. We want people to explore our reality, not escape our reality. In that way, AR seems supremely promising. Augmented reality is like seeing your own world through a surprising lens. Interpretation at museums is basically augmented reality, without the tech. So, this tech feels like a natural option. That said, a few pioneers have marched into VR, eyes open. From what they say about the frontier; it is challenging but compelling if you work really hard to do the VR right and have money from the private sector. Oh, that is, if you aren’t under 13, because insurance, et al, are not into VR for the teeny, tiny visitors.

 

More Money/ More Problems: “Big museums get to do big projects” used to be the story of the field. Now, with a proliferation of technology options, technology is being used across the sector. Investment dollars don’t have a direct relationship with success. Leaders who lay off their ego and instead focus on their visitors will succeed.

 

The Thing Doesn’t Matter; The Thing Really Matters: A few years ago, the theme of tech conferences could be: its all about tech/ its not about tech. There was a real tension between the need to focus on content and the need to focus on tech.  Truthfully, they both matter. One is about how the road is built; the other is about where the road goes. For the road to be useful, both its physical manifestation and its functional raison d’etre have to be considered together. This tension from conferences past seems to have been transmuted slightly. Rather than should we tech or should we not, now the field has moved into a bit more nuanced questions: how should we do this? Should it be tech?

 

The Workplace can be an Albatross or our Lifejacket: We are at the end of the college years in the field of museum technology. In our infancy, we could do one-off projects because everything young ones do is great. In our teen years, we showed responsibility by attempting to implement enterprise solutions. In the last few years, like college students, we did group projects better than ever by playing nice(r) with other departments and other institutions. Now, as if with new found maturity, we are aching to make our lessons mean more for the field and more our visitors. But, how? We are struggling with making the workplace equitable and reasonable. We are trying to get others to understand that tech is for everyone; and that everyone needs to know tech. We are communicating better ways for work to happen. We are hoping that our leaders grab those life-jackets; many in our field feel like they are drowning.

 

Be Analytical but not an A**hole: We are all trying to understand everything better. Data feels like the place to get answers. Numbers seem like they don’t lie. (Be warned. The people crunching the numbers might inadvertently make them do so.)  We want the best museum: well-run and well-attended. But, this ideal has a Shangri-la-like quality; a foggy possible existence that is remote and unreachable. We use data to help us track a path to this ideal. We are getting closer and closer, but it is still not quite in reach.

 

Collaboration & Coalitions: Working together is the hardest and easiest part of work.  That is, in theory, it makes perfect sense to work together towards a common goal–easy peasy lemon squeezy.  However,  nothing that involves people is easy. We, as a species, are erratic and confusing.  Therefore, collaboration can be the hardest part of the workplace. Politics and bad behavior can cost an organization hundreds of thousands of dollars.  Killing it at collaboration means everyone on the team succeeding.  Collaboration gets easier with practice, though.  Thoughtful action can result in being better collaborators, which will eventually lead to an easier/ better workplace situation. Inter-organization collaboration expands reach exponentially (with the commensurate expansion of challenges.)

 

Conclusion: These year’s MW had a sort of sedate quality, as if many in the field are in their crystallises getting ready to burst out in full flutter. So many conversations were about doing better at our work. Refinement and improvement seems like key issues in the field.

 

The Cost of Museum Work

Consider these scenarios:

For the Museum: Most cities have few museums. Jobs often have low turn over. With the dearth of jobs, professionals don’t leave museum jobs lightly. The manager, confronted with an open position, sees the chance to (finally) make real change. They are looking across the field for the BEST person. The manager has their pick nationally. Rather than focus on investing in and promoting within, the manager can look for a new person.

For the Job Seeker: The job seeker, on the other hand, knows that they will need to seek nationally because the options are small in your own town. You will likely need to leave home if you want to get a higher position.  The chance of internal promotion is low. Moving is a requirement for promotion.

Being a Museum Professional

Museum professionals invest huge amounts of money into their education. Unlike other professional fields, only a fraction of museum professionals will earn high-level salaries.  Going into the field is a huge gamble.

  • Success is hard to quantify: People go in and work hard. But, hard work is not enough to ensure success. In some fields, hard work is easily connected to success. Accountants who can churn out tax returns like machines are seen as more successful.
  • Success is subjective: Museums want to be able to bring in more visitors for less money while being the most academically rigorous (and ideally garnering an article in the Times), basically the Holy Grail. The path to this endpoint, however, is complicated, confusing, and subjective. Despite the many meetings where a colleague suggests they have the “right” answer to accomplish the grail, there is no single path to improving museums. There are good answers, better answers, and terrible answers–but there are no perfect answers. Museum professionals often feel like they are being measured against this idea of perfection that doesn’t exist.
  • Success doesn’t mean profit: Museum professionals might impact millions of visitors over their lifetime. Their pay for this service is usually good vibes, and potentially professional street cred, but rarely money.
  • Success often means placing the field ahead of family: In order to move into a higher pay grade, most professionals need to move. There are financial costs in moving, often not included in the hiring package. While moving can increase your earning potential, you need to have the stability financially to do that. (See graphic). There are many hidden “costs” to moving. You need to uproot your family. You need to be willing to live away from your family. You have to be willing and able to travel to see family.

The Effect on the Field

The Museum Hiring Culture:

  • Develops a Split with Local Audiences: People who move to work can either grow bonds with their or feel disconnected/superior to their new community. Many museum professionals remain siloed in their work, surrounded by transplants such as themselves. Therefore, they might find themselves supported by people who are not connected to the community. Their work can be affected by an innate superiority about the local community.  This individual attitude becomes infused into the work the museum produces.
  • Promotes bad management: Museums are small networks, so a truly terrible person will never be able to escape their mistakes. But, average bad managers and self-obsessed jerks profit from a culture that eschews internal promotion. In the first couple years of work, most professionals are given some latitude for their failures. About three years in, their colleagues start to judge them. This is the point at which they can improve or leave. Instead of promoting a culture of self-improvement, the hiring culture effectively promotes people leaving (for more money) before improving.
  • Depletes the Field: People might not be willing to move for promotions, and live in small markets, without the availability of local options. People might feel exhausted by the workload requirements. People might not be able to afford to do museum work, as the remuneration is often not a living wage.
  • Prevents Diversity:
    • Museum professionals without families are therefore more likely to be willing to move for a job (though their transitions are not without the stresses of developing new roots.)  Managers then are often people without local roots and without children. They don’t understand the personal obligations of staff, demanding long evening and weekend hours. Therefore, the field unfairly supports those who are willing to put their job ahead of their family. (Remember diversity is not about race, and professionals with families is a form of diversity).
    • The cost of moving means that people who have a greater buffer from families are more likely willing to move. The net result is that executive positions are more likely filled with those from higher economic classes.

Making Change that Matters: Moving Beyond “Diversity” Projects Towards Systemic Change

 

Diversity, Inclusion and Equity can be implemented in a workplace in different ways.

Additive: One is additive, by adding new people and programs in the workplace. In this way, the organization hopes to infuse their existing world with new voices, as like adding spice to a bland meal. This approach has strengths, in that there is more variety being adding to the workplace. But, it puts an unnecessary onus on the marginalized people and programs being added to the institution to “fix” systemic problems.

Subtractive: Many organizations perceive a subtractive approach is more efficacious. For example, when positions come open, they purposeful hire a marginalized person (perhaps also proudly toutly their accomplishment). Unlike the additive method, this approach works under the operating auspices of the organization, i.e. not adding new positions or projects that could be cut eventually. Yet, this approach effectively creates some of the same problems as the additive approach. The marginalized person is still being asked to be the actor of transformation.

Systemic: Diversity and equity initiatives are basically about transforming culture. This requires understanding the many ways that the culture supports inequity and prejudice. Many of these issues are hiding in plain sight, interwoven into all the practices of the institution. Every element of the work of the institution could be imbued with problems. For diversity and inclusion initiatives to truly take hold, the institution needs to examine their practices. Here is where a consultant, or outside voice, can be essential. Just as people are often blind to their own faults, organizations often ignore the largest roadblocks to true diversity.

Systemic change, however, requires a commitment to being honest, thoughtful, and responsive. Unlike the additive and subtractive ways to implement diversity, systemic change is a process-based towards transformation. Processes take time and coordination between people, and ideally, non-hierarchical knowledge-sharing.  Seen broadly, systemic change requires a number of steps:

  1. Grow your team’s ideas and knowledge-base. Organizations, whatever the field, are often siloed knowledge networks. Fields bring people with similar training together, and then they generally partake in similar types of professional development. Change is about fostering difference. So, the staff needs to be able to understand and embrace difference.
  2. Examine the practices of the organization and attempt to understand facets that support or mask bias. This process will be slow and iterative.
  3. Rework those elements in a collaborative manner. This type of change needs to blend many (diverse) voices. They need to be diverse in all sort of ways (age, gender, education) in order to create a process that can handle diverse challenges.
  4. Iterate your new processes. Try out new processes, and then circle back with your teams to see how to improve them. Make sure everyone understands that processes need to grow and adapt so that they are willing to share feedback.

 

 

Reframing Diversity and Inclusion

Diversity and inclusion are now common words in organizational management. Before considering the actual practices, it might be useful to consider the meaning of each of the words.

Diversity:
: Diversity means variations. Genetic diversity, for example, in the human population creates a huge range of hair colors.

Sadly, diversity has become a coded word. Many people feel uncomfortable or defensive about talking about marginalized people. They use the phrase diversity to mean “adding X marginalized person or project.” When they say we need to increase diversity, they might mean that they need to add more people of color. In this way, many people are using diversity incorrectly. They don’t mean diversity in the sense of broad variation. Instead, they are unable to think beyond their narrow definitions of diversity. They see diversity too simply, this person for that person. But, diversity, actually means more of all kinds of people.


Inclusion is another word that is misused. Inclusion is much bigger than the word implies. On its surface, inclusion can seem simple. Including friends into your home can just be about giving them a call. But, in the organizational sense, you are not working with friends. You are working in a stratrified society. Inclusion are the transformational practices set forth to be able to make a diverse group of people feel included.


Community is another coded word that comes into play with diversity and inclusion initiatives. Community is a challenging word in a different way than diversity and inclusion. Community can be used differently by different people depending on where they stand in society. For example, a marginalized person might be using the term to mean their in-group of marginalized people. They are using the word to denote their shared culture, in other words, their community. However, when an organization uses that word, community should not be used to mask an inherent discomfort with naming a specific marginalized community. For example, many organizations have “community engagement” endeavors. These endeavors are aimed at low-wealth, minority patrons. However, rather than directly stating these points, the organization hides behind the term “community.”

This type of linguistic simplification and obfuscation can seem innocuous. However, they are often like canaries, signaling a work culture that is dangerously unable to truly implement diversity and inclusion work.  On Thursday, we will talk about the ways to do diversity and inclusion work well.