The Inclusion Breakthrough

About the Authors

Frederick A. Miller is a distinguished leader in organizational development and diversity consulting. Since 1985, he has served as the president and CEO of the Kaleel Jamison Consulting Group, Inc., where he has worked with a wide array of clients, including Fortune 500 companies, educational institutions, and non-profits. His work emphasizes the importance of leveraging diversity for organizational success. Miller's contributions to the field have been recognized through his board memberships, including with Ben & Jerry's Homemade, Inc., and his involvement with the National Organization Development Network.

Judith H. Katz, the executive vice president of the Kaleel Jamison Consulting Group, Inc., has spent her career advocating for diversity and inclusion in the workplace. Her expertise lies in developing strategies that help organizations create inclusive environments where all employees can thrive. Katz's work is rooted in a deep understanding of the complexities of social identity and its impact on organizational dynamics. Together with Miller, she has co-authored several influential works on diversity and inclusion, with "The Inclusion Breakthrough" being a seminal piece in the field.

Main Idea

The central thesis of "The Inclusion Breakthrough" is that diversity alone is not enough to drive organizational success; it must be coupled with a culture of inclusion. Miller and Katz argue that many organizations make the mistake of focusing solely on representation without integrating diverse perspectives into their decision-making processes. This book provides a comprehensive framework for creating an inclusive culture that harnesses the full potential of every individual, leading to enhanced innovation, employee engagement, and overall performance.

The authors emphasize that true inclusion requires a radical shift in organizational culture and practices. They outline a detailed methodology for achieving this transformation, which includes developing new competencies, aligning policies and practices with inclusive values, and leveraging the diverse talents of the workforce. The ultimate goal is to make diversity and inclusion a way of life within the organization, driving sustainable success in an increasingly competitive global market.

Table of Contents

1. The Need for an Inclusion Breakthrough
2. Positioning for Radical Change
3. Making High Performance a Way of Life
4. Eleven Inclusive Behaviors
5. The Elements of an Inclusion Breakthrough
6. Building the Platform for Change
7. Creating Momentum
8. Making Diversity and Inclusion a Way of Life
9. Leveraging Learning and Challenging the New Status Quo
10. Conclusion: Breaking Out of the Box

The Need for an Inclusion Breakthrough

In today's fast-paced and highly competitive business environment, organizations must leverage all available resources to stay ahead. The authors argue that one of the most underutilized resources is the diversity of thought and experience present within the workforce. They highlight the "Paradox of Diversity," which acknowledges that while people are unique, they also share commonalities that link them to various social identity groups. Recognizing and valuing these differences is crucial for fostering an inclusive culture where innovation and creativity can thrive.

"To make these changes to embrace and capitalize on diversity will require a true breakthrough — an Inclusion Breakthrough." - Frederick A. Miller and Judith H. Katz

However, many organizations approach diversity as a checkbox exercise, focusing only on visible traits like race and gender. This limited view, referred to as "Diversity in a Box," fails to capture the full spectrum of diversity, including less visible aspects like cognitive diversity, experiences, and perspectives. The authors stress that for organizations to truly benefit from diversity, they must embrace inclusion, which involves actively engaging and valuing all employees, regardless of their background.

Diversity in a Box

The "Diversity in a Box" concept illustrates how organizations often confine diversity to a set of predefined categories, such as race, gender, and age. This approach not only limits the potential benefits of diversity but can also lead to tokenism, where individuals are included solely to meet diversity quotas without being given meaningful opportunities to contribute. The authors argue that true inclusion goes beyond surface-level diversity to include a wide range of experiences, skills, and perspectives.

• An organization might pride itself on having a diverse workforce, yet fail to include people from different educational backgrounds or socio-economic statuses in decision-making roles.
• A company may have gender diversity in its workforce but lack women in senior leadership positions, limiting the organization's ability to benefit from diverse leadership styles and perspectives.

To overcome the limitations of "Diversity in a Box," Miller and Katz propose a comprehensive approach to inclusion that involves examining and challenging existing organizational structures, policies, and cultural norms. This process requires a commitment from all levels of the organization, particularly from senior leadership, to create a truly inclusive environment where everyone feels valued and empowered to contribute.

Positioning for Radical Change

The journey toward an inclusive organization requires radical change, not only in the structure and culture but also in the mindsets of its members. Miller and Katz emphasize the importance of positioning the organization and its leaders to support and lead this change. They assert that senior leaders must view inclusion as mission-critical and be prepared to invest the necessary resources and energy into the effort.