Many business leaders aren’t quite sure how to define, develop, or deploy the “E” in DE&I. Here's what the science says.
In 1971, a Yale psychologist borrowed a chilling concept from the novel "1984" to label a new phenomenon of human behavior.
Human beings enjoy cohesion so much that we are often afraid to say anything to disturb it. Diversity can help.
Bias affects the way we communicate, often obscuring our feelings and intentions. Science offers a better way to communicate.
Celebrating differences in teams may sound well-intentioned, but research shows it pays to build inclusion through celebrating similarities.
Unlocking the power of a diverse organization requires creating a sense of inclusion. These three action-oriented ideas can help offer a roadmap.
If leaders can make their organization a psychologically safe place to speak up, they can tap into a wellspring of new ideas from otherwise quiet folks.
Inclusion is proven to be good for business, but it's also been shown to afford employees a host of psychological and physical benefits.
Leaders who practice optimal inclusion—that is, deploying the right people for the right jobs—can create more efficient, effective teams.