CETACM + Schein's Model

Provide information showing the organization that diversity goals have not been met or that current practices will not meet diversity goals. 

At this stage, there are two forms of anxiety of which D&I professionals must be aware: 

1. Survival Anxiety -  there needs to be a feeling within the organization that unless they fix the diversity issue, the organization will fail. The entire organization should be motivated to un-learn what they ‘know’ and learn something new for the benefit of themselves and the organization. This is the kind of anxiety you want to cultivate.
2. Learning Anxiety -  the fear of trying something new especially when in a group or if the new task is particularly complex.  D&I officers must understand that many of the concepts presented in D&I sessions, shake participants’ ideological and spiritual foundations. The people they thought they were, the values they’ve always held, and the legacies attached to and attributed to those legacies are now being threatened.  D&I officers must always be prepared to reconcile the fear and resistance. 

  There are six components to ensuring that participants (especially those disinclined to make the shift) feel heard, appreciated, and supported during this difficult transition.

1. Compelling positive vision – clearly articulate and model the diversity message
2. Formal & informal training – diversity training, talks, seminars, lunches, etc.
3. Learner involvement – the target audience must have some ownership of the process
4. Diversity allies, safe spaces, & support groups – opportunities to practice new  knowledge, receive coaching and feedback
5. Positive role models – high-ranking personnel and immediate supervisors are crucial  when modeling appropriate diversity behavior
6. Consistent systems/structures for diversity program – reward & support systems  must be reliable for the target audience to buy in 

Diversity & Inclusion professionals must  be thoughtful, strategic, and precise about organizational diversity goals and realistic about achieving them.  The steps to successfully navigating this stage are:

1. Articulate diversity goals but not a specific means of achieving them
2. Remember that learner involvement is key for the new program to be internalized 

  New learning will stabilize only when reinforced by actual diversity results. To make sure that this new knowledge and commitment to diversity sticks, people must see progress. Even small diversity ‘wins’ creates momentum. These are the benchmarks to success, and they should be celebrated.

Contact us for guidance on how to effectively integrate this model.