A Behavioural Science Approach to Inclusion

I had a lightbulb moment this week. I was listening to a behavioural science podcast, which on the face of it, had nothing to do with diversity and inclusion but as I listened I increasingly saw an application to creating greater inclusion.

I know I probably speak for many when I say that the glacial pace at which progress is being made on diversity is quite depressing – according to recent estimates we’re still around 100 years away from seeing gender parity and of course many other inequalities that still exist in our society – the words ‘I can’t breathe’ whispered before George Floyd’s death; a shocking and sobering reminder that we have so much more work to do.

So what is getting in the way?

Well sadly, it’s human nature and our cognitive biases. Whilst we are all well meaning and we all aspire to achieve inclusion (and if you don’t; that is a discussion for another blog post), there is a big gap between intention and implementation.

Where are we going wrong?

• Humans are lazy (yep sorry, we are!) – we take the path of least resistance. And this of course has huge relevance when we’re talking about behavioral change, which inclusion requires. We would prefer to take the quick route on making a decision, relying on ‘gut feel’ rather than slowing down decisions.
• Often we look retrospectively at issues – any data we look at it is always from the past, whilst this is helpful it means it’s already too late to fix whatever change we are trying to fix (e.g. in recruitment, promotions, exit figures). D&I needs to be made a part of the process so we can tackle bias as they are happening.
• Well meaning intentions don’t translate – often, senior leaders are really supportive of D&I – they understand the business case of improved diversity leading to improved business performance, but when it comes down to it, key people decisions are often left unchecked, so will naturally continue to be biased.

Behavioural science offers another way. Applying the science about how and why people behave in certain ways, can make a difference:

1. Start by thinking where do you want people to get to – where is point ‘b’? Then, invest time working out how to get them there and give them a choice architecture that empowers them to make more inclusive decisions. A simple example of this could be that you’re trying to ensure you have a diverse shortlist and put a ‘check’ in place that doesn’t allow roles to progress unless they have a balanced shortlist or, maybe you regularly host a team meeting – try rotating the meeting chair to ensure that everyone has a voice and is included and by making it ‘a rule’, you are making it part of the way you do things.
   
2. Embedding ‘inclusion habits’ is a simple way we can all become more inclusive – using Charles Duhigg’s framework of ‘Cue – Routine – Reward’, to apply decision-making scenarios. For example:
   1. Cue: when opening your laptop in the morning.
   2. Routine: think of someone who might need your help or support (especially during Covid-19, we can probably all think of someone) and drop them a note to check in and maybe share something interesting or helpful.
   3. Reward: your morning cup of coffee! (by the way if your perceived reward is getting a reply back from the person thanking you for reaching out, this won’t work unfortunately and you’ll quickly give up because you’re relying on a reward that may not happen).

I’ve actually adopted this habit framework for writing this blog and I can confirm it works! Cue; it’s Sunday evening – Routine; draft some thoughts/musings about diversity & inclusion and Reward; a glass of wine (or in tonight’s case it will also include having a bath!) The other thing I would add is having someone keeping you on track – I think that can really help in the workplace e.g. find a mentor, or someone who will keep you honest.

So try it, see what you can change in yourself by adopting a behavioural science and habit-based approach.