View source for Addressing diversity and inclusion in project management

Developed by Naïl Mulatier- s222590

== Abstract ==

The principles of diversity and inclusion (D&I), although often neglected in project management, are crucial to the success of the project. Taking these principles into account offers many advantages, from better performance and innovation to a more pleasant working environment.
 
Although the themes of D&I re covered in other articles, they are regularly studied from a team perspective ([[Diversity_in_teams]]). However, to my knowledge, no comprehensive guide for a project manager to address these issues in a project. This guide will try to give all the resources for a project manager who has to lead a project with a new team and with limited time. For the coherence of the article, a time limit of six months will be set.

While inclusion and diversity policies are substantive and therefore long-term policies, the following article aims to propose effective short-term solutions, which are best suited for project management. Indeed, project management presents unique diversity and inclusion challenges due to the typically tight schedule and temporary nature of the teams.

The article begins by explaining the importance and benefits of diversity and inclusion, while providing a theoretical framework. It will provide a practical guidance on how to take diversity and inclusion into account in project management, and how to monitor and evaluate its implementation. Finally, the article will discuss the limitations of the approach.

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== Theory ==

=== What is Diversity and Inclusion ? ===

'''Diversity''' refers to the presence of difference backgrounds, experiences, and perspective in a team. The most well known examples of diversity are gender diversity, age diversity, ethnic diversity, physical ability and neurodiversity… An even broader definition can be adopted, according to Nobel Prize winner Richard Thaler “''We tend to think about that in terms of things like racial diversity and gender diversity and ethnic diversity. Those things are all important. But it’s also important to have diversity in how people think.''” 
<ref name=McKinsey> McKinsey & Company. What is diversity, equity, and inclusion (DE&I)? McKinsey & Company. 2022 Aug 17. Available from: https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-diversity-equity-and-inclusion.
This article explains the definitions and differences between diversity, equity, and inclusion (DE&I), as well as why they matter for organizations today. The article also provides examples of how organizations can implement DE&I strategies across various dimensions, such as talent management, customer engagement, social responsibility, and innovation. </ref>

'''Inclusion''' refers to the active involvement and equal treatment of all team members. According to McKinsey & Company <ref name=McKinsey>.</ref>, an inclusive workspace is one that takes into account all employees individually while allowing them to have a significant impact.  

Furthermore, the aspects of diversity and inclusion are fundamentally linked; it makes no sense to have a diverse workspace if minorities do not feel included.

=== Benefits of Diversity and Inclusion ===

Diversity and inclusion is not only an issue of social justice or ethics, but also a competitive advantage for project management, as it enhances performance, innovation and the well-being of team members

==== Improves performance ====

Diversity within the team allows for a variety of ideas, skills and fresh ideas, and even, as we have defined it, a variety of ways of thinking. Diversity brings multiple perspectives when dealing with a problem; if it is difficult for one team member to solve a problem, another member, who will think differently, will certainly find an innovative solution not yet considered. According to a study of over 1,000 large companies  <ref name=McKinsey>.</ref> , there is a correlation between company performance and diversity. 

Also, as the article seems to point out, inclusion is the cornerstone of diversity. Inclusion allows all team members to be equally involved in the decision-making process. This leads to more balanced decisions, avoiding bias and potential errors. It has also been shown, through studies <ref name=Shore> Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of Management, 37(4), 1262-1289.This paper presents a comprehensive review of diversity and inclusion in working groups, providing an overview of the benefits and challenges associated with these concepts. </ref>, that a sense of inclusion increases individual and collective performance within a project.

==== Fosters innovation ====

Diversity brings new ideas and encourages creativity. The interaction between project members stimulates questioning of guidelines and critical thinking, which encourages innovation. According to the material provided for the second week's course (People-slides-Jan-2023), through diversity ''“different perspectives can create innovative ideas and consider a wider range of possibilities”''. Inclusion encourages the exchange of these different views, stimulates creative thinking and promotes innovation.

==== Well-being of project members ====

Ongoing studies show <ref name=Shore>.</ref> that inclusion is linked to both employee satisfaction and turnover intentions; employees who feel included tend to stay longer with the company. With regard to diversity, it has been shown <ref name=McKinsey>.</ref> that in Latin America, companies that are more open to diversity are 75% more likely to adopt a pro-teamwork culture.
These results are highly questionable and require further study. For the time being, we can only observe a trend without any real indisputable scientific proof.

=== Theoretical Frameworks ===
These theoretical frameworks are tools to be mastered in order to fully understand the resources that the article provides. Knowing these theories is a plus when it comes to diversity and inclusion in project management:

'''Social identity theory''' : <ref name="Shore">.</ref>. Individuals tend to have multiple social identities in order to distinguish themselves from or relate to social groups. Social identity complexity shows how individuals combine multiple social identities; for example, being a member of one group on the basis of social identity (gender) while being a member of another group on another social characteristic (belonging to an ethnic group). Empirical work shows that a complexity of social identity is positively related to tolerance of outgroups. It is important to minimize the exclusionary tendencies of the group in the project, and mastering this theory can be an interesting help for the project manager in this case

'''Inclusion framework''' : Thanks to the state of the art <ref = name="Shore">.</ref>, we can present this inclusion framework which is a 2 × 2 inclusion framework in which it is proposed that uniqueness and belongingness work together to create feelings of inclusion.
{| class="wikitable"
|+ 
|-
|
! style="text-align:center;"|Low Belongingness
! style="text-align:center;"|High Belongingneess
|-
! style="text-align:center;"|Low Value in Uniqueness
|style="text-align:center;"|'''Exclusion''' 
Individual is not treated as an inner team member with a unique value in the work group, but there are other employees or groups who are insiders.
|style="text-align:center;"|'''Assimilation''' 
Individual is treated as an insider in the team when they conform to organizational/dominant culture norms and downplay uniqueness
|-
! style="text-align:center;"|High Value in Uniqueness
|style="text-align:center;"| '''Differentiation''' 
Individual is not treated as an inner team member in the work group but their unique characteristics are seen as valuable and required for group/ organization success
|style="text-align:center;"|'''Inclusion'''
Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
|-
|}

=== D&I in project management ===

D&I in project management
Now that the concepts of diversity and inclusion and the associated opportunities and challenges have been defined, it is interesting to look at these concepts across the spectrum of project management. In a project as we have defined it, resources (time, money and logistics) are limited. It is not possible to recommend a substantive policy for the implementation of diversity and inclusion in the workspace, since the reader expects solutions that can be applied as a project manager. The application part of the article addresses (...plan part 2)


== Application == 


Although all projects are different, due to the difference in size and complexity between organizations, it is possible to outline a typical project life cycle <ref name=Guide>  Project Management Institute (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition. PMI. 
This guide serves as a comprehensive resource for project management best practices, including principles of diversity and inclusion. It is a valuable starting point for understanding the broader context in which projects operate. </ref>: the project initialization phase, the preparation phase, the work execution phase and finally the project closure phase.

Since the costs of change are lowest in the project '''preparation phase'''<ref name=Guide>.</ref>, it is necessary to do as much as possible for inclusion and diversity in this first phase. However, some recommendations are only applicable when the project is in '''execution phase'''. For this reason, the article will give a practical guide separated in two parts. One concerning the recommendations for the project manager during the organization and preparation phase of the project, the other concerning the tools to be used during the implementation phase.

=== Preparation phase ===

==== Recruitment of diverse candidats ====

As shown in the theory section, to create an inclusive project team it is important to recruit candidates from different cultures, genders, ages... <ref name=McKinsey>.</ref>.

If you want to recruit new members to the project, the most common way is to advertise job positions. When advertising job positions, use inclusive language and emphasize the organization's commitment to diversity, and inclusion (D&I) to attract diverse candidates.
<ref name=Bohnet> 
Bohnet, I. (2016). What Works: Gender Equality by Design. Harvard University Press. 
This book offers evidence-based strategies for promoting gender equality in organizations, many of which can be adapted to address other dimensions of diversity and inclusion.  </ref>

Finally, partnering with professional recruitment organizations or academic institutions is also an interesting idea to expand the talent pool. <ref name=ProjectInclude> Project Include - A non-profit that provides resources and recommendations for improving diversity and inclusion in the tech industry. </ref>

==== Structured interviews ====

Once candidates have been attracted, it is important to minimize unconscious bias in the recruitment process in order to get the best possible team. A common unconscious bias in the recruitment process would be to consider a woman less for a management position. This can be done using the technique of structured interviews. 

Structured interviews consist of a set of questions prepared in advance for the interview of a candidate. It should be ensured that these questions, which should be job-related, are asked in the same way for all candidates. Finally, a pre-determined scoring system may be used in order to evaluate the results objectively <ref name = Bohnet>.</ref>

To further reduce recruitment bias, it is useful to build diversity into the interviewer team itself. 
<ref name=5Strats> Rock D., Grant H., Grey S. 5 Strategies to Infuse D&I into Your Organization. Harvard Business Review. 2021 May 25. Available from: https://hbr.org/2021/05/5-strategies-to-infuse-di-into-your-organization
This article presents five evidence-based strategies to embed D&I into organizational systems and processes, such as hiring, performance management, decision-making, collaboration, and learning. The article also suggests how leaders can model inclusive behaviors and foster a culture of belonging in their teams. </ref>
For example, the team evaluating the interview can be composed of a person identifying as a woman with a person identifying as a man (or have a diversity of ethnic, religious, social, etc. backgrounds). 

This approach allows for a fair and equitable recruitment process, where team members are chosen on the basis of their skills, resulting in a project team that tends to be more diverse and inclusive. 
<ref name=CulturalDiversity> Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2), 229-273. 

This study explores how different perspectives on diversity influence work group processes and outcomes, offering insights into the role of inclusion in diverse teams. It provides valuable information for project managers seeking to create inclusive environments. </ref>

=== Execution phase ===

The basis for a practical guide on taking diversity and inclusion into account in the planning phase of a project has been laid. The article will now address these issues in the implementation phase.

==== Managing communication ====

The successful completion of a project requires good communication between team members. It is important to encourage open and transparent communication in order to build team trust and facilitate information sharing. <ref name=CulturalDiversity>.</ref><ref name=Guide>.</ref>

Having '''regular team meetings''' and creating a '''safe environment''' where team members can share their doubts and thoughts are ways to ensure that communication flows smoothly. <ref name=Intergroup> Pettigrew, T. F. (1998). Intergroup contact theory. Annual Review of Psychology, 49, 65-85. This article reviews the contact hypothesis, which offersinsights into how intergroup interactions can reduce prejudice and promote understanding. </ref> The practice of active listening and respect for other opinions by team members should also be encouraged <ref name = 3Ways> Bourke J. 3 Small Ways to Be a More Inclusive Colleague. Harvard Business Review. 2021 Dec 13. Available from: https://hbr.org/2021/12/3-small-ways-to-be-a-more-inclusive-colleague

This article provides practical tips on how to demonstrate peer inclusion in project settings by helping each other out, sharing credit and praise, and inviting others to join conversations. The author argues that these small acts can make a big difference in creating an inclusive workplace culture. </ref> The use of '''inclusive language''' and the attention to details that may lead to misunderstandings helps to avoid the creation of internal conflicts and promotes collaboration between members. <ref name = CulturalDiversity>.</ref>

==== Implementing flexing schedules ====

==== Providing feedback ====

==== Measuring performance ====

== Limitations ==




== Annotated bibliography ==
<references>


Naïl Mulatier