Connecting Diversity, Equity, Inclusion, and Belongingness with Intercultural Competence

Authors: Tessa Sutton, Ph.D. & Chris T. Cartwright, MPA, Ed.D

Abstract:

The Diversity, Equity, Inclusion, and Belonging space is brimming with stellar insights into how to find and root out systemic inequities. These insights are also often North American-centric and need clear evidence of effective implementation rather than concepts on paper. For the deep changes we seek to take hold in our global organizations and society, we must consider individuals’ role in creating cultures of inclusion from a broader, more global perspective. In this chapter, we explore insights from an in-depth review of how organizations and individuals can learn to build inclusive organizations and simultaneously cultivate intercultural competencies.

People hold and reveal the culture of their organizations and societies. As social beings, we create values, norms, and behaviors that can foster a sense of belonging. Unfortunately, as we create ‘in-groups,’ we by default create ‘out-groups’; the effect is often devastating to societies and organizations and debilitating for those who fall in the out-group in any given context. To break negative out-group patterns and foster societal and organizational belongingness, we need to engage in the deep work of culture change, which requires building capacity for individual change and systemic organizational development. We can cultivate the change we need by connecting organizational systems of transformation with people skills to intended goals, outcomes, and desired changes.

In any community and organization, there needs to be a structured and intentional way to change organizational behaviors and patterns. Organizational Development (OD) is a network of systemic practices and structures designed to connect individuals to support the desired changes and outcomes of the institution and meet their unique dispositions (Durkheim, 1973). Hofstede (2001) corroborated individual need disposition within an organizational culture in remarking, “When people are moved as individuals, they will adapt to the culture of their new environment; when they are moved as groups, they will bring their own culture along” (p. 201). OD practices empower individuals and groups to think differently but act together (Hofstede, 1982). The core OD elements for systemic change are values, goals, structure, and climate. These informal systems enable leaders to steer the formal organizational systems (Jones, 1981) to ensure equity and belongingness. These elements form a diagnostic system that helps leaders build individual, administrative, and organizational capacity, such as imparting skills, developing cross-cultural competence, and providing coaching and funding to enact cultural transformation, resulting in diversity, equity, inclusion, and belongingness (DEIB). OD sustains cultural transformation and bridges the gap between diverse individuals or group dynamics and expected strategic outcomes (Rothwell et al., 2015, p. 9). OD also involves individuals in the change process, promoting diverse perspectives and resulting in high-level engagement, ownership, and motivation. The contemporaneous OD challenge, however, is to use DEIB and the unique strengths of generations while understanding complex group nuances and intersectionality in intercultural contexts. With DEIB at the core of an organization’s strategic plan, its values are embedded in systems and become the culture–the way we do things around here–each member has equal opportunities and skills to perform their best work and feels valued.

Overview/Introduction

The Diversity, Equity, Inclusion, and Belonging space is brimming with stellar insights into how to find and root out systemic inequities. These insights are also often North American-centric and need clear evidence of effective implementation rather than concepts on paper. For the deep behavioral changes, we seek to take hold in our global organizations and society, we must consider individuals’ role in creating cultures of inclusion from a broader, more global perspective. In this chapter, we explore insights from an in-depth review of how individuals and organizations can learn to build inclusive organizations and simultaneously cultivate intercultural competencies with inclusion practices.

People hold the culture of their organizations and societies. As social beings, we create values, norms, and behaviors that can foster a sense of belonging. Unfortunately, as we create

‘in-groups,’ we by default create ‘out-groups’; the effect is often devastating to individuals, organizations, and societies because a superior or siloed mindset leads to extreme microaggressions and exclusionary behaviors that can be debilitating for those who fall into the constructed out-groups in any given context and are best described as “… pin pricks, a psychic assault, and death of a thousand cuts” (Sue, 2005, p.100). To break these negative out-group patterns and foster societal and organizational belongingness, we need to engage in the deep work of culture change, which requires building capacity for systematic individual change and systemic organizational development. Individuals and organizations need to believe, act and behave differently. We can cultivate the needed change by connecting organizational transformation systems with people skills to intended goals, outcomes, and desired changes. Equally, to address the negative impact of socially constructed “isms” such as racism, sexism, ableism, ageism, classism, and homophobia, we need individuals and organizations to possess intercultural competencies and enact inclusive priorities, policies, and practices to counter them. These “isms” are rooted in culture, laws, communities, behaviors, and attitudes–and historically in governing constitutions that hinder the full participation of certain populations in organizations and society. Paradoxically, isms also negatively impact the so-called “in-group” because organizations and society are interdependent ecosystems that disrupt all societal participants.

Organizational Development (OD) is a network of systemic practices and structures designed to connect individuals to support the desired changes and outcomes of the institution and meet their unique dispositions (Durkheim, 1973). Hofstede (2001) corroborated individual need disposition within an organizational culture in remarking, “When people are moved as individuals, they will adapt to the culture of their new environment; when they are moved as groups, they will bring their own culture along” (p. 201). OD practices create structures and space for individuals and groups to think differently but act together (Hofstede, 1982). The core OD elements for systemic change are values, goals, structure, and climate. These informal systems enable leaders to steer the formal organizational systems (Jones, 1981) to ensure equity and belongingness. These OD elements form a diagnostic system that helps leaders build individual, administrative, and organizational capacity, such as imparting skills, developing intercultural competencies and inclusive practices, and providing coaching and funding to enact cultural transformation, resulting in diversity, equity, inclusion, and belongingness (DEIB). OD sustains cultural transformation and bridges the gap between diverse individuals or group dynamics and expected strategic outcomes (Rothwell et al., 2015, p. 9). OD also involves individuals in the change process, promoting diverse perspectives and resulting in high-level engagement, ownership, and motivation. The contemporaneous OD challenge, however, is to use DEIB and the unique strengths of all diverse populations while understanding complex group nuances and intersectionality in intercultural contexts. With DEIB at the core of an organization’s strategic plan, its values are embedded in systems and become the culture–the way we do things around here–each member has equal opportunities and skills to perform their best work and feels valued.

Our purpose in writing this chapter is not only to outline the need, value, and possible paths for types of organizations and individual-level changes required for effective DEIB work, but to discuss the value and possible paths toward bridging these two silos of thought and practice in a more global context. The act of building the bridge that will connect individual and organizational development for DEIB is a place where sustainable growth and change can be realized.

The premise behind leveraging diversity as a value and an outcome of systems change work is that representation of a broad spectrum of people, perspectives, and the cultures they hold to the benefit of organizations and society. It is a form of demographic accounting with a lens for equity and inclusion. Throughout human history, patterns of exploration, trade, or wars that have resulted in migration, refugees, and even slavery have consistently emerged. These movements of humans have acted as conduits, introducing individuals, organizations, and societies to new and diverse people and cultures. Unfortunately, the introduction of people, organizations, societies, and cultures to new ones has not always gone well (Bennett, 1993). In the current context, a person can rarely live in a truly culturally homogenous place anywhere in the world; there may well be a cultural preference or bias to believe this is possible, but connecting with differences is unavoidable. To engage difference effectively, we need to ask ourselves three questions: ‘Am I a neutral being without diversity?’ ‘Is there only one way of knowing?’ ‘Are these differences seen, heard, and valued in all contexts?’ And the answer is, ‘No.’

Equity is a value designed to redress long-standing inequities that impact marginalized populations, meet people where they are, and redistribute resources so individuals and groups can fully participate in a community–a value that supports the population’s needs. This is different from equal participation. The leadership body that values equity recognizes patterns of inequity and seeks to remedy them. Comparatively, the leadership values of equality assume that all individuals and populations within organizations and society can fully participate, and our human history clearly indicates that this has never been true. Just as there have and always will be in-groups and out-groups, power and privilege have always been held unequally. So, the need for reframing this value and commitment to equity and redressing inequities in our organizations and societies is essential.

Inclusion is an action or behavior that flows from the value sets of diversity and equity. The Ford Foundation defines it as follows:

Inclusion is the act or practice of building a culture of belonging by actively inviting the contribution and participation of all people. Every person’s voice adds value and creates balance in the face of power differences. No one person can or should be called upon to represent an entire community. – Adapted from Ford Foundation

This practice can and needs to be learned by individuals and organizations to foster sustainable organizational and societal change. It is the space where the culture can be witnessed.

Intercultural competence is the ability to engage effectively across difference (Cartwright, 2020), and we assert that it plays an essential role in cultivating inclusion and belongingness. If an individual and organizational or societal preference is particularly mono-cultural (has a strong preference for cultural homogeneity), seeking, engaging, valuing, and supporting diverse people and perspectives will be impossible. Instead, intercultural competence must be cultivated at the individual, organizational, and societal levels to grow a more multicultural or pluralistic society. The path toward bridging the more Western-centric DEIB field to the global context with intercultural competence is a level of adaptability some would call humility or intelligence.

Interculturalists fondly use metaphors to describe the phenomena they observe in cultural groups. In the ‘Tree Metaphor,’ the roots are the unseen aspects of a culture, the history, values, and norms that ground the tree; the trunk can represent organizations or society that is the focus of observations; the branches are the behaviors that are exhibited by a member of this organization or society; the leaves are the members who are fed by and thrive on this tree; and finally the flowers or fruit are the benefits shared by the organization or society. In this instance, the practices of inclusion are the branches that can be observed, that hold the diverse spectrum of leaved (people) that can grow on this tree, and the flowers or fruit to be shared is that sense of belongingness that is the outcome of all this cultivation—yet one system. Recent biological researchers have learned that the roots of a tree are often three times the size of the tree’s canopy and that these root systems engage subtly and continually underground with one another. and our

Similarly, our cultural values are engaging with each other in subtle and profound ways, growing organizations and societies with behaviors and members of a full spectrum of outcomes. So, our challenge is to cultivate biodiversity instead of singularity and exclusivity.

Individual Development for Inclusion

We have seen too many times where a policy or set of procedures are enacted to attract and value more historically marginalized, diverse populations to foster and support greater equity; the effort creates no discernible change in any of the organization’s elemental OD systems.

The goal may have been to cultivate or nurture greater inclusion and, therefore, an improved sense of belongingness within an organization. However, some constellations of difference categorized by intersectional race, gender, age, disability, and sexual orientation dimensions were not adequately included, and the overall outcome was incomplete. When we see why these changes have not had the intended impacts, we can see that the societal or organizational culture did not adequately shift to enact systems that cultivate the new levels of DEIB. Either peer community members, leadership, or national policies hold (consciously or unconsciously) a set of values, beliefs, and norms (a culture) that keep such endeavors from growing beyond the planning documents that map them out. As with OD interventions, intentional culture change at the individual level takes concerted effort and commitment from the facilitator and the members of the organization or society. That is why we assert that individual development of intercultural competencies and inclusion practices needs to be combined with OD initiatives to find a deeper systems-level change toward the full benefits of DEIB outcomes.

Again, Hofstede states (2000), “When people are moved as individuals, they will adapt to the culture of their new environment; when they are moved as groups, they will bring their own culture along” (p. 201). Both scenarios are possible, and the experienced DEIB professional will recognize these engagement patterns and tailor their interventions to be most impactful for their initiative. Interculturalists have been trained to guide individuals in learning about their own cultural preferences and those of others (Hofstede, 2001; Hall, 1976; Wursten, 2020). Intercultural competency development can be initiated by either learning one’s capacity to adapt to a new culture (Mendenhall & Oddou, 1985) or by learning about the differing cultural practices and then gauging your capacity to stretch in order to engage effectively (Gundling, 2003); frequently, both approaches are recommended.

The visceral reaction to cultural difference is where biases (conscious and unconscious) and prejudice are witnessed. In order to address biases and prejudices, it is important to introduce inclusion practices, which are a close cousin to intercultural competencies. These consist of a specialized form of self-knowledge that is open to changing oneself based on our impacts on others, along with the adaptability needed to make those changes. We are always called to engage across difference. Leadership scholar Lipman-Blumen asserts that we live in an era “… where inclusion is critical and connection is inevitable” (Lipman-Blumen, 1996, pg. xiii). In connecting positively with others, we gain relationships that will support us in working effectively across difference. However, the nuance of reading another’s cultural differences can be complex. This is why our capacity to learn about our preferences and biases, especially in communication styles, is so valuable. Finally, inclusion practices require bridging difference, valuing diverse perspectives, seeking them out, and seeing that they are heard, understood, and valued, followed by being sensitive to power and privilege. Power is always present in all engagements with individuals, organizations, and societies; we practice inclusion by recognizing these phenomena and learning to read and finesse these differentials for the betterment of the whole.

At the core of individual development for inclusion is recognizing that we have a deep need to belong to civilizations and that this need requires us to live and work with strangers. Mother Teresa was fond of saying that the problems of humankind were due to our drawing the boundaries of our ‘family’ too tightly. Theologian Richard Mouw framed this idea as follows:

“… to be civil comes from “civitas” and it means learning how to live in the city. The origin with a guy like Aristotle, the ancient philosopher, who said early on, as little children, we have a natural sense of kinship. We have strong positive feelings toward those who are blood relatives, my mother, my father, sisters and brothers, cousins and the like. And then as we grow up, we have some of those same positive feelings that develop toward friends. So we go from kinship and we build on that to a broader sense of friendship where you have that same sense of bonding or something like it that isn’t just based on blood relative stuff.

But he said to really grow up, to be a mature human being, is to learn in the public square to have that same sense of bonding to people from other cities, people who are very different than yourself. And that’s not just toleration but is a sense that what I owe to my mother because she brought me into this world, what I owe to my friends because of shared experiences and memories and delights, I also owe to the stranger. Why? Because they’re human like me and I have got to begin to think of humanness as such as a kind of bonding relationship.” (Mouw & Tippet, 2011)

Psychologist Richard Pettigrew (Pettigrew & Tropp, 2013) conducted a meta-analysis of studies based on his mentor Gordon Allport’s (1954) work in Contact Theory. The basic premise of Contact Theory is that when individuals of differing races, ethnicities, and genders, for example, were caused to be together over extended periods, the participants’ mindsets could be changed and be more welcoming (read inclusive) of difference. Pettigrew found that there are stages of development that could be observed and intentionally facilitated by a DEIB professional. First, the participants need to establish safety; when they learn that no harm will come to them by engaging with strangers, they are more open to going deeper. Next, they need to establish mutuality, have reason or agency to engage, and the relationship can be reciprocal. Finally, in the third stage, they learn to hold multiple perspectives as possibilities for knowledge, values, and behaviors; psychologists call this ‘cognitive complexity.’

Facilitating intercultural competencies and inclusion practices is as varied as the people who might agree to participate. In the global context we need to be aware that the salience of differences, isms, and intersectionality varies greatly around the world; to assume that what is salient in one context or set of individuals is the same in another is naïve. The astute DEIB facilitator will take the time to get to know their participants  and understand the full range of intersectional identities that are salient to them, and then guide their participants to engage and learn through deeper and deeper levels of complexity across difference.

Purdue University’s Center for Intercultural Learning, Assessment, and Research (CILMAR) recently compiled a simplified guide based on the work of intercultural scholar Janet Bennett that combines Nevitt Sanford (2017) construct of ‘Challenge and Support’ in learning across difference with the Intercultural Developmental Continuum (Hammer, 2011) that offers a starting point for individual development for intercultural competency: https://www.purdue.edu/IPPU/CILMAR/documents/challenging_support_idc_stages.pdf?fbclid=IwAR1aamVVMm85zBc4ke7KbYtUu4pUxGgb1b0hj_r5AV93FA_YLmtpWVMDjFE (Yngve, 2023). For guidance on facilitating of inclusion practices is equally intentional and complex. For guidance on adding a layer of development focused on inclusion practices, Kincey, Zemrani, & Bailey, (2022) have a chapter on how they employed an assessment-to-development process employing personal development plans and reflection to support their learners.

 

Organizational Development for DEIB

Introduction

 

Kurt Lewin, the pioneer of Organizational Development Theory (1946), and researchers Getzel & Guba (1957) emphasize the dynamic relationship between an organization and its members within a social system. This system encompasses political, cultural, and behavioral aspects. In this dynamic, two essential interactions occur simultaneously: the organization’s efforts to socialize individuals according to its objectives and values and individuals’ endeavors to influence and shape the organization to align with their own ideals and dispositional needs.

Organizational Development (OD) emerges as a pivotal catalyst in harmonizing these constant interactions and advancing diversity, equity, inclusion, and belongingness on a global scale. OD serves as a powerful intervention to facilitate planned changes that promote diversity, equity, inclusion, and a sense of belongingness within the social fabric of an organization or community. In today’s interconnected world, it is important to recognize how culture and context shape countries’ approaches toward differences. Lewin (1946) explains the interplay between the organization and inhabitants within a social system:

An attempt to improve intergroup relations has to face various tasks. It deals with problems of attitude and stereotypes regarding other groups and one’s own group, with problems of development of attitudes and conduct during childhood and adolescence, with problems of housing, and the change of the legal structure of the community; it deals with problems of status and caste, with problems of economic discrimination, with political leadership and with leadership in many aspects of community life. It deals with the small social body of a family, a club, or a friendship group, with the larger social body of a school or a school system, with neighborhoods, and with social bodies of the size of a community of the state, a nation, and with international problems. (Lewin, 1946, p. 36)

The significance of culture and context cannot be overstated in applying OD interventions. Each country and organization have a unique cultural fabric and social dynamics that shape its approach toward diversity and inclusion. Diversity, Equity, Inclusion, and Belongingness (DEIB) professionals must recognize and appreciate OD and these nuances to design interventions sensitive to diverse communities’ specific needs and aspirations. By understanding and adapting to cultural differences, leaders can effectively navigate challenges, leverage strengths, and foster inclusive practices that resonate across borders.

Organizational Development (OD) is crucial in building internal capacity to drive systemic change. It focuses on creating long-term practices and operationalizes the values of diversity, equity, inclusion, and belongingness goals. It also bridges the gap between individual needs and organizational strategic outcomes. Moreover, OD interventions are designed to understand how success is measured, identify actions necessary for individuals to thrive, and recognize stakeholders’ importance to the organization or community’s success. This alignment between the organization and its members fosters a shift in mindset from individual or fragmented perspectives to a collective focus on broader organizational goals. It cultivates inclusive spaces that influence outcomes and experiences within a social system.

 

Historical Context and Global OD Considerations of Difference:

 

Understanding the impact of historical context is crucial when examining how different countries approach diversity, equity, and inclusion through organizational development. Historical events, cultural traditions, and societal norms shape organizational practices and attitudes. Exploring diverse approaches to diversity and inclusion across various regions is important to gain valuable insights into the nuanced cultural dynamics and allow Organizational Development (OD) professionals to address the specific needs and challenges different communities and societies face.

Leaders of organizations increasingly recognize the importance of gender parity and the development of women in their careers. By actively promoting workforce diversity targets and fostering inclusive environments, they can empower women to succeed and bridge the gaps that have historically existed between them and their counterparts. Organizations can support women’s career advancement and create a more equitable and inclusive workplace through organizational development approaches, such as mentorship programs, leadership development initiatives, and addressing biases.

In the United States context, it is essential to acknowledge the history of race as a social construct and its implications for diversity, equity, and inclusion efforts. Recognizing the historical injustices and systemic discrimination experienced by marginalized racial and ethnic groups allows organizations to confront and dismantle these barriers. Organizational development initiatives can include anti-racist training, creating inclusive policies and practices, and providing resources for marginalized communities to thrive within the organization. By addressing race as a social construct and actively working towards racial equity, organizations contribute to a more just and inclusive society.

In other regions of the world, leaders of organizations increasingly recognize the importance of creating inclusive environments and ensuring equal opportunities for all individuals, including those with intellectual disabilities, as an example. By embracing diversity and actively hiring individuals with physical and intellectual disabilities, organizations can tap into a valuable talent pool and foster a culture of inclusivity. Through organizational development approaches, such as providing training, accommodations, and support systems, organizations can empower individuals with intellectual disabilities to thrive in the workplace and contribute their unique perspectives and skills. Furthermore, as we progress towards more inclusive societies, it is essential to acknowledge and celebrate marginalized groups’ cultural heritage and contributions. For instance, recognizing Indigenous Peoples Day highlights the significance of indigenous cultures and their valuable contributions to our global community. By incorporating the principles of diversity, equity, and inclusion into organizational development efforts, organizations can actively engage with and support indigenous communities, promoting a sense of belongingness and honoring their cultural perspectives and wisdom.

Organizational Development interventions can foster belongingness, address historical racial and other intersectional disparities, harness the power of diverse perspectives, and drive positive change on a global scale. Although multinational dynamics may vary, there exist universal principles inherent in OD interventions that can be universally applied to transform leadership styles, organizational structures, and individual behaviors.

Core OD Universal Elements for DEIB Systemic Change:

 

The four core universal elements of organizational development that can guide initiatives on a global scale, regardless of cultural differences, include values, goals, structure, and climate.

• Values represent respect, fairness, and collaboration and serve as a foundation for fostering diversity, equity, inclusion, and belongingness. These values should be upheld in all organizational contexts, transcending cultural boundaries and creating a shared understanding of how individuals should interact and work together.
• Goals align with diversity, equity, inclusion, and belongingness objectives. While the specific goals may vary based on cultural nuances and regional contexts, it is crucial to ensure that they are aligned with the broader objectives of promoting diversity, equity, and inclusion. By considering and respecting the cultural nuances of each region, organizations can tailor their goals to address the specific needs and challenges faced by diverse communities, fostering a sense of belongingness and inclusivity for all employees.
• Structures that facilitate inclusivity and provide equitable opportunities are a fundamental universal principle in global OD initiatives, creating systems and processes that support diversity, equity, and inclusion at all levels of the organization. By promoting diverse representation in leadership positions, implementing fair recruitment and promotion practices, and fostering a culture of inclusivity, organizations can provide equal opportunities for all employees to thrive and contribute to the organization’s success. These structural adaptations help create a supportive environment where individuals from diverse backgrounds can fully participate and feel valued.
• The climate encourages psychological safety, open dialogue, and cultural sensitivity is essential in promoting diversity, equity, inclusion, and belongingness. A climate that values and respects individuals’ diverse perspectives and backgrounds enable open discussions about sensitive topics and facilitates sharing of different viewpoints. Organizational leaders can encourage employees to engage contextually, contribute ideas, and engage in meaningful dialogues. This communication and cultural sensitivity foster an inclusive culture where everyone feels heard, valued, and included.

Building Capacity for DEIB through OD:

 

Building capacity for diversity, equity, inclusion, and belongingness (DEIB) requires equipping individuals and organizations with the necessary skills and competencies. Organizational development (OD) interventions are crucial in developing intercultural competence among leaders and employees. Organizations can enhance their capacity to implement diversity and create inclusion by providing training and development opportunities that promote cultural understanding. Additionally, offering coaching and mentoring programs can support cultural transformation and empower individuals to become change agents within their respective roles.

Furthermore, allocating financial resources to initiatives that promote Diversity, Equity, Inclusion, and Belongingness (DEIB) is a tangible way for organizations to demonstrate their commitment. By investing in a DEIB champion who leads, develops, and enforces DEIB strategies, organizations signal their dedication to fostering an inclusive and equitable climate. This financial commitment can be directed towards initiatives such as diversity recruitment programs, employee resource groups, and intercultural competency and inclusion practices training. By allocating resources to these endeavors, organizations proactively invest in creating an environment where all individuals can thrive and contribute their unique perspectives and talents.

Challenges, Opportunities, and Measuring Impact in Global OD:

Implementing organizational development (OD) initiatives in diverse cultural environments presents challenges and opportunities. Organizations must navigate power dynamics, address implicit biases, and understand the nuances of different cultures. Leveraging the unique strengths and perspectives of different generations and cultures can enhance the effectiveness of OD interventions. OD professionals should seek collaboration and knowledge-sharing opportunities with other global entities to broaden their understanding and advance diversity, equity, inclusion, and belongingness.

To ensure the effectiveness of OD interventions, measuring their impact on DEIB is crucial. Developing robust metrics and evaluation frameworks enables organizations to assess progress and make data-driven decisions, combining quantitative indicators, such as representation and retention rates, with qualitative assessments, including employee surveys and feedback. By capturing both tangible and intangible aspects, organizations gain a comprehensive understanding of the impact of OD initiatives on DEIB. Demonstrating the correlation between OD efforts and organizational success reinforces the importance of DEIB initiatives and helps secure ongoing support and resources.

Sharing best practices and lessons from successful global OD initiatives is essential for fostering continuous improvement and mutual learning. Organizations can benefit from the experiences and insights of others by engaging in knowledge exchange platforms and communities of practice. Collaborating with peers and industry leaders allows organizations to gain new perspectives, refine their strategies, and address emerging challenges. By actively sharing and disseminating information about successful OD interventions, organizations contribute to the collective knowledge in the field and inspire others to take action toward fostering DEIB.

Conclusion:

Conclusion:

Individual development for intercultural competence and inclusion practices is essential to an overall DEIB intervention, where the culture of exclusion can be transformed into one of belongingness. Without appropriate attention given to individuals, their culture, biases, prejudices, and the power and privilege that reinforces organizational and societal structures that limit full participation by all members, we cannot expect to make deep systemic change. This is particularly true when we consider global contexts where the salience of intersectional identities can be complex and held in ways very different from the ways that DEIB professionals are trained to view in North American-centric ways.

Organizational Development (OD) is equally vital in globally promoting Diversity, Equity, Inclusion, and Belongingness (DEIB). Organizations can create inclusive environments by embracing universal principles while respecting cultural contexts. Ongoing research, collaboration, and knowledge exchange are crucial for advancing DEIB through OD practices. The core elements of OD—values, goals, structure, and climate—form the foundation for operationalizing DEIB. Inclusive structures, equitable opportunities, culturally relevant communication interactions, and intercultural acuity are essential. Building cross-cultural competence, measuring impact, and sharing best practices further enhance DEIB efforts. Implementing OD in diverse cultural environments requires addressing challenges while leveraging strengths for effective DEIB change. Together, these two sets of practices (individual and organizational) inform each other and form a strong foundation for deep systematic change for inclusion

 

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