Nonprofit Business Diversity Equity Inclusion

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 to ensure that organizations embrace a more diverse, equitable, and inclusive approach. Even in those instances whereby there are no sabotage attempts, well-represented or dominant groups may only advance lukewarm support for such policies. It is for this reason that the authors advise that organizations be ready or prepared to handle the said defensive responses soon after they set on a journey to promote or advance diversity, equity, and inclusion.

Countering the Challenge

It would be prudent to note that as Stutts and Keegan (2018) point out, “there is compelling evidence that integrating DEI advances nonprofits’ missions” (9). For instance, as the authors point out, DEI prioritization could come in handy in efforts to promote respect as well as trust among staff and board members. Further, the authors are categorical that the implementation of DEI practices effectively results in enhanced responsiveness as well as efficiency. In the long-run, this promotes better community outcomes. For this reason, the relevance of countering the challenge highlighted above cannot be overstated. There are various practices that could be embraced in efforts to counter the challenge highlighted.

To begin with, a mentorship program can be deployed in an attempt to challenge or reign in defensive responses from the well-represented or dominant groups. However, at the onset, there may be need to clearly define who the recipients of the said mentorship should be. Participants on this front could be inclusive of, but they are not limited to: those in strategic leadership positions, i.e. supervisors; all constituents of dominant groups, etc. Mullin, Coe, Gooden, Tunde-Byass, and Wiley (2021) point out that efforts to further enhance and promote inclusion, diversity, equity, and accessibility (IDEA) could be eased through engagement in mentorship. This, according to the authors, is more so the case given that “mentorship may provide a mechanism for propagating IDEA as a mindset and competency” (Mullin, Coe, Gooden, Tunde-Byass, and Wiley, 2021, p. 4). In my opinion, countering defensive responses from the well-represented or dominant groups would essentially require the adoption of the appropriate mindset and acquisition of the relevant competencies – effectively meaning that a well-implemented mentorship program would be instrumental.