ISSUE BRIEF

Issue Brief: Diversity, Equity, Inclusion in Nonprofit Business

From the onset, it should be noted that as Onyeador, Hudson, and Lewis (2021) point out, most organizations embrace the relevance of diversity, equity and inclusion. However, there are many challenges that leaders in the nonprofit realm encounter in efforts to advance or promote diversity, equity, as well as inclusion (DEI) in organizational settings. One such challenge will be highlighted in this text. Further, some of the practices that could be deployed in efforts to counter this particular challenge will be described.

Major Challenge

A review of available literature on diversity, equity and inclusion (DEI) in nonprofit business indicates that defensive responses from the well-represented or dominant groups could be one of the key challenges that those in leadership positions in nonprofit organizations could face in their attempts to formulate and implement diversity, equity, and inclusion plans in their organizations. As a matter of fact, as Onyeador, Hudson, and Lewis (2021) point out, there is often need for organizations to be ready for responses that are largely unexpected following the commissioning and release of data highlighting inequality at the organizational level. The authors observe that while such data would ordinarily be hailed as a step in the right direction in efforts to promote diversity, equality and inclusivity; well-represented or dominant groups have been known to respond negatively. Onyeador, Hudson, and Lewis (2021) refer to this as defensive responses owing to the fact that such responses are meant to either justify such inequality or perpetuate certain misperceptions. In what could be a clear indicator of the ability of this particular challenge to frustrate nonprofit leaders in their formulation of plans for diversity, equity, as well as inclusion, Onyeador, Hudson, and Lewis (2021) make the observation to the effect that these defensive responses also extend to support for policies (21). In effect, this means that the said defensive responses from the well-represented or dominant groups could result in attempts to sabotage efforts...…top leadership. A formal council would in this case come in handy in the implementation of deliberate and coordinated efforts to counter defensive responses from the well-represented or dominant groups. This is more so the case when it comes to deploying resources towards efforts or initiatives meant to push the diversity, equality and inclusivity narrative forward. Further, such a council would ensure that progress on this front is closely monitored with an aim of engaging in corrective actions in case of deviations from the agreed upon or desired DEI objectives.

In the final analysis, it would be prudent to note that the practices highlighted above may not be ideal for all organizations. As a matter of fact, in the words of Onyeador, Hudson, and Lewis (2021), no simple, one-size-fits-all solutions address organizational diversity (19). This effectively means that in seeking to reign in challenges such as the one that has been identified in this text, there is need for organizations to find solutions or embrace practices…