How to Demonstrate Cross-Cultural Competence on Your Team
If you’re in a leadership position, you may wonder, “How do I demonstrate that I understand my team? Displaying cross-cultural competence to your team is vital in inspiring confidence, trust, and feelings of psychological safety. Through cross-cultural competence may appear intimidating at first, if you maintain openness and mutual awareness, you’ll send a direct message to your team that they have strong, inclusive leadership. What does it mean to have cross-cultural competence? The original definition was first used by Terry Cross, founder of the National Indian Child Welfare Association. Cross-cultural competence is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and enable that system, agency, or those professionals to work effectively in cross-cultural competence situations. Though cultural knowledge is an excellent skill to acquire and exercise, it’s better to first focus on internal non-tangible aspects of cross-cultural competence to have a concrete foundation that will ensure success. 3 Essential Components to Cross-cultural Competence Open-mindedness. The ability to think outside of your own culture, experience, and perspective is golden. Transcending ethnocentricity to exhibit cultural humility is the key that opens the doors to being approachable, receptive, and teachable. If you are sincere and earnest in your efforts and are open to ideas foreign to your worldview, and are willing to listen, you’ll be primed for success. Self-awareness. To best understand and connect with others, we must turn the mirror around and look at ourselves. The key in any DEI initiative will be a self-evaluation to reflect on any biases and blindspots because, to improve and build, we must understand what’s lacking and weak. Self-awareness is emotionally taxing at times because it requires self-reflection, introspection, and, above all, honesty, but doing so will not only make you a strong leader but a stronger person. Empathy about the World Around You. Recognizing the world is filled with people, cultures, and worldviews that may be completely different and opposite of yours, BUT understanding that these views and experiences are all valid and worthy of consideration. Then, when you recognize this and work towards understanding these different views, we begin to exhibit empathy. A quote attributed to Socrates, called the Socratic Paradox, “I know that I know nothing.” This humility creates an endless opportunity to learn more, understand more, and connect better. Cross-cultural competence doesn’t only apply to facts and knowledge but is a starting point of understanding. As challenging as it may appear, don’t try too hard. Learning, having new experiences, and being excited to connect with others is fantastic, but don’t fall into the trap of being the “overzealous ally” where you become too comfortable and end up operating under assumptions, stereotypes, and end up crossing lines and causing offense. Being open and mutually aware of yourself and others will not only demonstrate cross-cultural competence but will create an environment of respect and one where everyone knows they can be themselves and express themselves.
Understanding Employee Resource Groups and Which Structure is Right for Your Organization
Tackling the large concepts of diversity, equity, and inclusion is a team effort. Changing company culture and improving office environments is a holistic process best addressed by everyone within the organization. The topics of diversity and inclusion aren’t ideas and behaviors you can will into existence, nor can you dictate them; it’s a democratic process. So, for organizations working toward elevating their DEI efforts to the next level, the natural progression is to include and empower the employees through Employee Resource Groups – or ERGs. What is an ERG? Indeed.com defines Employee Resource Groups as employer-recognized workplace groups voluntarily led by employees. These groups allow employees with commonalities to meet, support each other and produce a particular outcome that helps improve your business and their job satisfaction. ERGs aren’t one-size-fits-all; they are dynamic and can be formed and used to address a multitude of topics. To successfully launch an ERG, it’s necessary to evaluate the organizational goals, the current workplace climate and personalize the groups to fit your specific needs. By exploring the four ERG categories, or subgroups, you’ll discover which groups fit best for your organization to guarantee your efforts are targeted, focused, and have a substantive impact. The four common categories of Employee Resource Groups: Diversity Resource Groups Diversity groups consist of employees who are underrepresented in the workplace. Underrepresentation can be based on race, gender, sexual expression, or any other characteristic which would make them an “other” within the office. These groups’ purpose is to foster an inclusive environment where employees feel safe to be themselves and express themselves. Volunteer Groups Volunteer groups focus community outreach efforts. They create awareness for social and community causes and participate in activities like fundraisers and interoffice education. These groups are great at building bridges between businesses and the surrounding communities. Affinity Groups Affinity groups are more “social” and centered in personal relationship-building around common hobbies or specific interests like fitness, books, pets, parents, hiking, etc. These groups are entertaining, inject a light-hearted spirit into the workday, and create bonds between employees from different backgrounds. Business Resource Groups Business resource groups (BRGs) are aligned with an organization’s business strategy and assist in achieving understanding the constantly changing dynamics of the global marketplace and the needs of consumers. Think of them as a structured, ongoing focus group. Organizations that leverage the unique strengths, views, and experiences of their employees in this way can provide consumer segmentation, increase sales, cultural insights, and access to networks. Professional Development Groups Professional development groups allow employees to gain knowledge, resources and enhance their skillsets by connecting them with the different levels of the organization. This development may include leadership mentorship or learning new skills beneficial to professional growth. These groups are invaluable resources as they create an in-house incubator for new leadership and talent. To be beneficial and meaningful, you must evaluate the different types of ERGs to ensure they meet your organizational needs and goals. To be noted, ERGS are not boxes to be checked; they are extensions of the organization that better operate as a partnership between management and the team. With proper implementation, you will expand your organizational bandwidth to be successful and shatter new goals.
Biases and Microaggressions Are At the Root of All Inclusion Mishaps
Just like the second law of physics states, “two objects can’t occupy the same space at the same time” – the law of diversity, equity, and inclusion (DEI) states that you can’t progress with DEI initiatives without addressing biases and microaggressions within your organization. Biases and microaggressions are the most common forms of disparities and problematic occurrences in the workplace. The many forms of bias and microaggressions litter the floors and smog the air of unaware organizations, but even the most well-intended supporters and allies are susceptible to these eclipsing blindspots. Often dismissed by the uninterested or indifferent as “being too sensitive,” addressing bias and understanding microaggressions are all but attempts at being “politically correct.” On the contrary, combating bias and microaggressions head-on is one of the most vital and powerful attacks in the fight for inclusivity, equity, and fairness in the workplace. Whether you’ve had instances of bias within the workplace, are interested in understanding DEI concepts, or have already launched DEI initiatives, understanding how bias and microaggressions operate and manifest is critical to your success. Bias is a natural inclination towards or against a person, groups of people, or how a situation is interpreted. For example, in the recruiting process we sometimes see acts of affinity bias where an individual might favor a candidate that attended their alma mater but not based on qualifications of the open position. Everyone can be biased but unchecked and unawareness of how biases impact decision can be hurtful and harmful. Unconscious or implicit bias means that you are unaware of a particular bias. When these biases go unexamined, they have the potential to lead to prejudices leads to discrimination and inequality. Author of two books on microaggressions, Psychologist Derald W. Sue, defines microaggressions as, “The everyday slights, indignities, put-downs, and insults that people of color, women, LGBT populations or those who are marginalized experiences in their day-to-day interactions with people.” Microaggressions on the other hand, are more subtle in nature and range in expressions. Microaggressions can look like someone assuming you can’t do something because of your gender, insensitive or offensive jokes, backhanded compliments, and comments, or attempting to touch your hair. What may seem like minor innocent incidents are the very things that strike sensitive parts of someone’s identity that further the feelings and reality of “otherness” that those from marginalized groups experience daily. Many describe the psychological distress caused by microaggressions as a “death by one thousand cuts.” The “micro” in microaggression doesn’t mean small; it means personal. And in the fight against systemic (macro) inequality and injustice, we must remember that people make up those systems. Addressing bias and preventing microaggressions from occurring is an ongoing work and, given that we are all human, sometimes we make mistakes. That’s okay. This isn’t about perfection; it’s about the effort and desire to be better and create a better world for everyone. By being open to self-reflection, listening, and learning, we can do just that.
Creating Pay Equity for Black Women
Equal pay is not a topic that one would typically think is an urgent issue after all the past decades of fighting for civil rights – race rights, gender rights, and human rights. Yet, the pay gap has grown wider throughout the years. Over the last several years, there have been countless calls for justice, fairness, and equality, and an essential topic in the discussion of equality is pay. Black women in particular stand at a unique and disheartening intersection of the gender pay gap and the racial pay gap. And if the profound pay disparity that Black women face is not addressed, they may never catch up. The Pay Gap In accordance with Leanin, Black women are paid almost 40% less than their white male counterparts and a little over 20% less than white females. The pay inequality starts early; from age 16, girls are constantly paid less compared to boys, and the disparity follows them through their careers. The most shocking statistic is that the pay gap is the widest at the highest education levels for Black women. Yes, it does exist. A common misconception’s that the pay gap’s a myth. Many who’re believing this misinformation usually cite years of experience, child/family obligations, and industry to explain the pay gap. While those contribute to differences in salary, these arguments are often used as a gaslighting tactic to deflect from the harsh reality. It’d be a grave mistake to consider this “half information” to be the answer to the pay gap conversation. Why? Even on an even playing field, in the same industries, with similar experiences, Black women are still paid significantly less than their white male and female counterparts. A few things to keep in mind: Black women pursue promotions and raises at about the same rate as anyone else, yet they are the least considered for advancement. Black women have fewer interactions with upper leadership in terms of advancement, which affects their prospects for networking, mentorships, and general recognition. Although Black women have the highest college enrollment rates, the pay disparity increases with more advanced degrees. Diversity and inclusion are still huge issues, so the racial and gender bias that already exists affects Black women in more pronounced ways, ranging from being looked over to microaggressions to negative stereotypes. The disparity is only exasperated, with Black women occupying less than 2% of VP, CEO, and C-suite positions. Upper management hates to admit that promotions suffer from “hometown bias,” where individuals are promoted because they share similarities with the management. If an advantage to advancement is looking like those making decisions, and you do not look like the people making decisions, you’re trapped in professional purgatory. Five things inclusive leaders do Like the Paycheck Fairness Act, there have been many positive strides, but much more pay equality legislation is required to strengthen current efforts to eliminate discriminatory practices. Aside from legislative change, which can take years to see its benefits, organizations can take matters into their own hands by instituting a few fundamental policy changes, such as: Creating pay transparency where pay ranges, tiered salaries, merit and project-based bonuses, and raises are common knowledge. If needed, conduct a pay equity study across your organization to identify potential gaps and make salary adjustments as needed Educate your leaders and managers on the importance of pay equity not just for Black women, but for all employees. Pay inequities stem from biased, sometimes unconscious biased thinking, which leads to biased decision making Investing in policies that promote and support work-family balance. This can mean reconsidering paid time off, schedule flexibility, family leave, or childcare facility, which some companies have done to great success. Become an ally Supporting career sponsorship, development, and advancement opportunities for Black women. Black women are ready and waiting for the world to catch up. The knowledge is there, the skills are there, the aptitude is there, and the ambition is there; now, it is time for organizations to take a stand and become an ally to change. With dedication and courage, we can shift the current paradigm and construct the building blocks for a business culture led by integrity, dignity, and equity.
Why Hiring a Chief Diversity Officer is Not Enough to Solve Your Diversity Issues – and What to do instead
When we discuss the issues surrounding diversity, inclusion, systems, and structures, we are including everyone in our organizations, communities, and society, so we cannot depend on one person to correct all those issues either. This is what is being asked when an organization believes hiring a Chief Diversity Officer will solve their “diversity issues.” Apart from the apparent reason why one CDO cannot solve all your issues, here are three critical factors that need to be considered. Three reasons why it takes more than a Chief Diversity Officer to solve your diversity issues: Reason #1: They become a mascot. When all the organization’s issues are left to one person, it becomes easy to make them the mascot of diversity for your company: a smiling face but with someone completely different on the inside. Unless organizational changes have occurred, or are occurring, the same issues that the organization experienced will recur eventually. It takes company culture, leadership support, and accountability to effect sustainable change. One person may launch fantastic initiatives, but without everyone, those initiatives will crumble over time, leaving the environment back at square one, if not worse. Also, it is common for organizations to hire a CDO as a reaction to a public misstep. At this point, the CDO is then tasked with putting out fires and becoming the representative (the mascot) for a renewed and improved organization. Since there is not much follow-up or accountability, it is easy to say, “With our new CDO, we’re a diverse and inclusive organization.” Without sustained structural support, the CDO becomes a shadow virtue signaler leaving the organization still susceptible to missteps, blind spots, and more severe fumbles. What to do instead: Make sure you have a clear understanding of what outcomes you are seeking to achieve with an individual and creating a role that allows the individual to be successful. Ensure that CDOs are set up for success. This means making sure they report directly to the CEO with a dotted line partnership with HR. This means ensuring that the CDO has allocated a budget to execute strategic goals and priorities. This means that the CDO has the authority to make key decisions and partner with other leaders within the organization. It also means providing the CDO with options to either hire staff or hire external consultants to support their work. Reason #2: a misunderstanding of the scope of diversity, equity, and inclusion initiatives. Viewing diversity issues as something a person occupying a singular role can fix demonstrates that the organization does not fully grasp the task at hand. Improving the diversity and inclusiveness of the organization is serious work that takes dedication, expertise, and, most importantly, an engaged supporting cast invested in bringing new ideas and initiatives to life. What to do instead: Take the time to educate yourself and other leaders on the scope of the CDO’s role but also the DEI strategy that is being put into place. Understand the complexities of the efforts but also the level of adoption it will take an organization to make based on its current state. Reason #3: not allowing the officer to do their job. The concepts that constitute diversity and inclusion, or “social justice,” matters tend to be heavy and complex at times and require honesty and openness from the team as a whole and separate support from leadership. Without it, the CDO may not receive the proper structural support and resources needed to do their job and may be forced to introduce new ideas and concepts to an unresponsive and uncooperative crowd, the team. When leadership does not understand the scope or nature of the work, they tend to present hesitation when the work is being done. A common complaint among CDOs of color is that when the heavy concepts are discussed, they are asked to temper the subject matter because it creates discomfort. This goes against the very work they were hired to do and brings us back to leadership not fully grasping the scope of the work. Understandably, some organizations are unaware of the weight this work can carry. Still, it would be counterintuitive to assume that the weight that created the trauma, pain, and disparity would somehow be lightened when addressing these issues. One officer is not a system, an infrastructure, or a self-contained checks, balances, and accountability mechanism. And all of these are needed to ensure the success of an implemented diversity and inclusion initiative. Many diversity initiatives fail because organizations place such a heavy responsibility on the back of one person instead of a concerted effort from the leadership and staff alike. One set of hands is not made to carry such weight. What to do instead: To make real progress, DEI must be viewed as a team sport that might be led by a CDO, enabled by HR, but ultimately is the responsibility of every leader at an organization. allow the CDO to do their job. And be willing to back them up, particularly at times when the company needs to take a stance. Understand that backing up the CDO may ultimately mean changing the way you do things internally. It also may mean that you have to hold your leadership team accountable to stop behaviors that are no longer positively serving the company towards its ideal vision of inclusion.
What Diversity and Inclusion Are Not
As much as Diversity and Inclusion have become ubiquitous over the last several years, many people still don’t fully grasp these concepts. Why? It’s not that these terms are complex, and it’s not that people don’t sincerely want to understand them. It’s because, in the excitement, sheer “newness,” and the traumatic circumstances that brought these concepts global attention, the urgency and eagerness to learn, expand perspectives, and create social change left insufficient time to understand some of the new ideas adequately. In other words, a quick adoption can lead to incomplete comprehension. Although this can be corrected easily through discussion and explanation, that doesn’t negate the immediacy of this correction. Because executing new policies or attempting to engage in constructive conversations with a partial understanding will lead to confusion and may go against the positive outcome you’re working towards. This clarification will pull from a method Assata Shakur used when defining the concept of freedom. She said, “I can’t tell you what freedom is. I can only tell you want it isn’t.” So, to understand what Diversity and Inclusion are, we must discuss what Diversity and Inclusion are not. Diversity is not the individual; people themselves are not diverse. When you view people as such, you’ve already made a misstep. This creates tokenism or superficial engagement. People come from diverse backgrounds, and that diversity of experience is the benefit—the team benefits when the team is diverse. It must be approached as “We need a diverse team with broad lived experiences in order for our organization to be more innovative. How do we create a selection process that attracts and hires all types of talent?” and not “We need to hire a [insert demographic identity here] person so our team looks more diverse and we do not appear [racist/sexist/homophobic/xenophobic here].” Diversity is not a line item or a box to check. The concepts of Diversity and Inclusion deal with people at their more intimate levels – who they are, their voice, and agency. So, we must remember that this is a holistic process that requires humanity. An impersonal approach will contribute to an environment that isn’t conducive to diversity – an environment that isn’t inclusive. You’ve hired a beautiful array of multicolored faces, but what are you doing with them? Are they utilized? Do you engage with them? Are they included, or just left alone like a stranger? Diversity and Inclusion are not the same. Many times these terms are used almost synonymously, which indicates an apparent misunderstanding. Inclusion means to be welcomed, included, appreciated, and valued the same as any and everyone else. Again, these concepts are holistic, so Inclusion involves culture, attitudes, and behaviors. For example, if you hire more women to “improve diversity,” but the culture is still a very “boys club” male-centric and possibly sexist, then we haven’t created an inclusive environment – we’ve created discomfort, tension, lack of safety, and a problem waiting to happen. Many describe Inclusion as “having a seat at the table.” Now, think of the Peanut’s comic. Franklin was the only Black character, and during the Thanksgiving special, he sat alone, across from everyone eating together like a family. Franklin was a person who “added diversity,” but it was evident that dinner wasn’t inclusive. By understanding the distinctions between Diversity and Inclusion and gathering a better understanding of what they are, we can forge better conversations, implement genuine changes, and eliminate unnecessary roadblocks that stand in the way of a more fair and just society.
What do the words diversity, equity, and inclusion mean?
The terms Diversity, Equity, and Inclusion have been chiseled into our conscious and embedded into our lexicon, but do we really understand these concepts? Using them casually, without a grounded understanding and context, only creates more confusion leading to continued discord and further disconnect, which goes against why these concepts are so necessary. This overview will give a better understanding of these concepts to ensure we are equipped with the proper tools to construct a more just and fair society – and at the very least, have a constructive conversation. Diversity Simply put – diversity is the existence of our differences; however, they may present themselves. Some common differences include race, gender, sexual orientation, sexual/gender expression, religion, ethnicity, and nationality and include ability, cognitive differences, socioeconomic background, physical differences, and age. What diversity is not Diversity is not about one individual because everyone in theory is diverse. diversity is about the collective cohort of differences in identities, lived experiences, and perspectives. “Fatima is diverse because she is Muslim.” No. “We have a diverse staff of people from different backgrounds and experiences.” Yes. Inclusion Self-explanatory – inclusion means being included – feeling welcomed, incorporated, part of the greater whole, and utilized to your maximum potential. Diversity and inclusion are not synonymous, and they do not always coexist, and without inclusion, diversity is superficial – a lie. A company can hire people from different backgrounds but maintain a company culture that does not value their contribution, understand, or encourage their perspectives, and leaves them feeling unwelcomed and further marginalized. When schools desegrated, all those African American children that were allowed into the classrooms to learn technically increased the schools’ diversity, but, enduring name-calling and daily hate, it is evident that, in no way, were those children included. Equity Equity is about creating access to equal opportunities; it understands and acknowledges the existence of barriers and biases that affect access, opportunity, mobility, and the human desire to fulfill their purpose and highest potential. And to move a step further, equity acts in ensuring equality and fairness. Is equity about giving people equal outcomes for the sake of diversity? No. Equity aims to ensure everyone has equal access to mentoring, training, networking, projects, coaching, feedback, and anything else that allows advancement. Equity also moves to eliminate discriminatory biases and barriers that would prohibit equal opportunities by taking actions such as: Removing names from resumes – to eliminate gender and racial/ethnic bias. Including a panel of people in the hiring process – to eliminate “hometown bias,” where someone favors people from backgrounds like theirs, which contributes to homogenous work environments. Evaluations that allow for people from diverse backgrounds to express their specific concerns and issues – to identify any blind spots. To add to a famous metaphor, originally attributed by the amazing Verna Myers and adapted by many: Diversity is being invited to the party. Inclusion is being allowed to dance, eat, and mingle. Equity is the ability to request songs, make a toast, and possibly host the next party. Hopefully, by developing deeper into these now-ubiquitous concepts, we have a chance to disconnect from the “trendy” impersonal nature of their usage to understand these concepts on the human, intimate level. And then maybe we can engage more constructively, one with understanding and empathy, because these concepts were not launched into the daily conversation to cause division and tension but to bring us to a closer understanding of one another and to, hopefully, create a more fair and just society.
Three Dos and Three Donts guide to begin a racial equity journey in your organization
DO: Educate yourself on the history of deeply rooted structural & systemic racism. You will find a plethora of books, tools, movies, etc. online. Hire outside experts. Share your learnings with non-POC peers. DON’T: Expect your black employees, colleagues, or peers to be the ones to teach you what racism is or is not. Not only is that not their job (unless your D&I team happens to be Black), chances are they are mentally exhausted. Expecting them to educate you perpetuates the mindset of white supremacy. DO: Seek to understand your white privilege. Have ongoing race conversations facilitated by your D&I leaders or outside experts. Focus on listening & learning the lived experiences of your black colleagues and employees in those spaces. Check in with colleagues to see how they are doing. DON’T: Remain silent and say things like “I don’t know what to say or do therefore I will not say or do anything.” Taking a silent stance comes off as a denial that systemic racism even exists and continues to perpetuate the problem. DO: Define what racial equity means to your organization to culturally begin the journey of becoming an anti-racist company. DON’T: Do not go down this path because it is a “trending” topic if your leadership is not deeply committed to this work. Buy-in & alignment is critical. Tackling racial equity is hard work & is not a one-time discussion – or even a one-year journey. Inauthenticity or haphazard execution will only make things worse.
Why “Othering” is Eroding Your Culture and What You Can Do About It
Companies that excel in their diversity and inclusion efforts and companies that don’t do so well both struggle with the same silent saboteur: othering. As society makes strides to become more inclusive and expand the language of diversity, BIPOC and LGBTQ communities are often further marginalized within even the most well-intended environments. Othering is the practice of exclusion based on particular identities that don’t fall in line with the “norm” or dominant culture. It’s a biased perspective capable of eroding morale and company culture and can be a roadblock to new employee and company opportunities. Othering manifests itself within the workplace in two common ways: Us vs. Them. Viewing your team and their identities as categories in which they fit, i.e., “They are Black, Asian, Muslim, LGBTQ, etc..” Viewing people through this narrow and limited lens compartmentalizes people and strips them of their humanity. “Othering” can occur by how a company defines “diversity.” Suppose you define diversity as everyone who isn’t a part of “your” particular group or the majority. In that case, you create a defining line that places you, or your group, on one side and the “diverse” people, or “the others,” on another side. Relying too much on diverse staff. When a company attempts to increase its diversity and inclusion efforts, unfortunately, the first thing they often do is rely solely on their diverse staff – usually their BIPOC and LGBTQ staff. This places the burden of education and representation on the already marginalized staff members, which is an unfair responsibility and reduces their contribution to only that of their identity group. There are solutions. This isn’t a catch-22. In fact, these solutions are straightforward and easy to implement: Observation and practicing inclusion. Observe the group dynamics, how work cliques are created, and if anyone is silent or shows signs of discomfort or isolation. Then, create mechanisms that foster inclusivity and togetherness, like team projects where the groups are randomized and group exercises that allow for engaged open interactions. Creating solutions doesn’t have to be complicated. Just as Plato believed virtue has to be practiced, inclusion has to be practiced. And with a bit of sincere practice, you can create an inclusive environment where no one feels “othered,” and everyone can be themselves.
The Four Biases Women Face in the Workplace
Companies that excel in their diversity and inclusion efforts and companies that don’t do so well both struggle with the same silent saboteur: othering. As society makes strides to become more inclusive and expand the language of diversity, BIPOC and LGBTQ communities are often further marginalized within even the most well-intended environments. Othering is the practice of exclusion based on particular identities that don’t fall in line with the “norm” or dominant culture. It’s a biased perspective capable of eroding morale and company culture and can be a roadblock to new employee and company opportunities. Othering manifests itself within the workplace in two common ways: Us vs. Them. Viewing your team and their identities as categories in which they fit, i.e., “They are Black, Asian, Muslim, LGBTQ, etc..” Viewing people through this narrow and limited lens compartmentalizes people and strips them of their humanity. “Othering” can occur by how a company defines “diversity.” Suppose you define diversity as everyone who isn’t a part of “your” particular group or the majority. In that case, you create a defining line that places you, or your group, on one side and the “diverse” people, or “the others,” on another side. Relying too much on diverse staff. When a company attempts to increase its diversity and inclusion efforts, unfortunately, the first thing they often do is rely solely on their diverse staff – usually their BIPOC and LGBTQ staff. This places the burden of education and representation on the already marginalized staff members, which is an unfair responsibility and reduces their contribution to only that of their identity group. There are solutions. This isn’t a catch-22. In fact, these solutions are straightforward and easy to implement: Observation and practicing inclusion. Observe the group dynamics, how work cliques are created, and if anyone is silent or shows signs of discomfort or isolation. Then, create mechanisms that foster inclusivity and togetherness, like team projects where the groups are randomized and group exercises that allow for engaged open interactions. Creating solutions doesn’t have to be complicated. Just as Plato believed virtue has to be practiced, inclusion has to be practiced. And with a bit of sincere practice, you can create an inclusive environment where no one feels “othered,” and everyone can be themselves.