Leaders are wired to quickly identify and solve problems. But some problems defy resolution—at least in the immediate timeline.
We are in such a timeline with the current state of turmoil that is diversity, equity, and inclusion work.
Understandably, facing what philosopher and systems scientist Charles West Churchman (known for his ideas about embedding ethical principles into operational frameworks) might consider a “wicked problem” often results in paralysis.
The characteristics (very loosely adapted from Churchman) of a wicked problem that could lead to decision paralysis include (in part):
- It is difficult to articulate clearly.
- It is unprecedented.
- It isn’t easily labeled solved or unsolved.
- It isn’t amenable to linear thinking.
- It is irresponsive to testing—you can’t realistically solve it through trial and error.
Data gathered last week by the Institute for Corporate Productivity (i4cp) illustrates the widespread decision paralysis regarding turmoil surrounding workplace diversity, equity, and inclusion.
Of the nearly 375 leaders we polled, the majority (39%) reported that their organizations are not currently redefining their DE&I work or that they're still trying to decide what to do (34%).
Only 27% said their organizations are currently redefining what DE&I work means for them.
A communication vacuum exacerbates turmoil
When circumstances render the ability to say something decisive in a time of crisis impossible, decision paralysis takes over. This is common, but in many cases, it can also be a marker of an unhealthy culture—one that has an identity crisis every time a challenge comes along.
The reasons why a combined 73% of those we surveyed are not redefining DE&I or are in the process of trying to decide what to do are complex and varied—and the hesitation is understandable. But waiting to make sense of a situation that defies logic is not a strategy, and indecision about what to do widens the gulf of silence between leaders and their workforces.
Our polls last week found that most organizations (44%) have not made statements to their workforces about their DE&I work.
But the good news is that 32% have indeed made statements, and another 20% plan to.
While we don’t know the context of those messages, the upshot is that the simple act of acknowledgment is hugely important.
As i4cp has asserted for many years, silence—not saying anything for fear of saying the wrong thing—can be as damaging for an organization as actually doing or saying the wrong thing with the best of intentions.
As i4cp’s research has shown on repeat—healthy cultures are built on a strong foundation of trust, accountability, and collaboration. We define a healthy culture as one in which:
- The work environment brings out the best performance in its employees
- Innovative thinking is nurtured and applied
- Work is highly collaborative
- Execution and accountability are valued
- Everyone is obsessed with delivering value to customers
- Speed-to-market is a high priority
Our most recent research on culture found that organizations that are best prepared for the future are employee-focused, mission-driven, and change-ready. The behaviors of their leaders align with organizational values, and their boards of directors place high importance on organizational culture.
And in organizations that have worked to build and sustain healthy cultures, it’s okay to say, “I don’t know” or “we don’t know.” There is an understanding in organizations with healthy cultures that acknowledging turmoil and uncertainty has power. This straightforward act communicates humility, which in turn builds trust.
Acknowledgement provides clarity
In a recent essay published on Medium, Carter Gibson, an internal community management strategist at Google, writes about the basic tenet that guides him through tough times: No matter how overwhelmed you feel, just do the next right thing.
“Ultimately, focusing on the ‘next right thing’ in ambiguous situations restores a sense of control and agency,” Gibson writes.
Obviously, none of us have all the answers, and we don’t know what the ultimate outcome of the current pushback against DE&I might be, but when leaders pretend to have all the answers or refuse to say anything until they’re confident they have all the answers, trust is eroded. And the silence makes room for worst-case-scenario chatter that’s helpful to no one. Sometimes, the only right thing leaders can do is say: “This is messy and frightening, and we’re working our way through it; as soon as we know something, you will too.”
Doing the next right thing
For leaders, the next right thing to do may be to simply talk about it.
- Check in on your team members—in addition to project updates, be sure in one-on-one conversations to ask how they’re doing.
- Conduct pulse surveys and ask employees how they’re feeling.
- Ask employees what they need from the organization.
- Provide a safe space for conversation.
i4cp’s resource, Supercharge Your Employee Listening Strategy provides ideas for how to structure a listening strategy that is both authentic and systematic and can serve as a foundation on which to build a crisis response plan that best meets the needs of your organization.
The insights gained from our culture research are simple—
- Listen.
- Acknowledge what’s happening.
- Talk about it.
- Keep the lines of communication open.
- Even when you can’t provide easy answers, keep listening and keep talking about it.
- Ask yourself what the next right thing is—and do it.