Although many organizations now implement diversity initiatives (e.g., diversity statements or training), evidence of the effectiveness of these initiatives is mixed. Researchers (Kanitz et al., 2024) suggest that one reason for the different outcomes may be that people have varied, complex reactions to these initiatives, which have yet to be captured by research. Therefore, the researchers investigate the multifaceted responses that people have to diversity initiatives, beyond just feeling positive or negative. The authors also explore how to elicit more positive reactions.
REACTIONS TO DIVERSITY INITIATIVES
The researchers conducted three studies. The first two studies investigated how people respond to diversity initiatives. Using a unique methodology (called latent profile analysis), they found that there were four profiles that people had. Most people were “excited supporters,” who had completely positive reactions. Next, they found about 20% of people who were “calm compilers,” who had lower levels of positive emotions but still recognized the benefits of the initiatives. A smaller number of people were called “torn shapers,” who felt ambivalent, or “discontent opponents,” who were resistant and unhappy with the initiatives.
The third study aimed to understand the factors that influenced the profile that people fell into, as well as the consequences of being in each profile. People higher in social dominance orientation (those who believe their social group is superior) were more likely to be discontent opponents. However, receiving high quality information about the initiative was related to being an excited supporter. In terms of outcomes, the excited supporters felt higher levels of belonging with their organization. They were also more likely to speak up and make positive suggestions about initiatives.
PRACTICAL IMPLICATIONS
The results show that people have complex, multifaceted reactions to diversity initiatives that are not entirely positive or negative. Considering this, diversity training managers could be informed that people can have a wide variety of reactions. Further, since social dominance orientation resulted in negative reactions, organizations could implement perspective taking, which is when people try to understand something from an alternative point of view. This may help mitigate any biases. Information quality seemed to lead to positive reactions as well, so trainers should give timely, thorough, and purposeful explanations to participants.
Kanitz, R., Reinwald, M., Gonzalez, K., Burmeister, A., Song, Y., & Hoegl, M. (2024). Supportive, resistant, or both? A person-centric view on employee responses to diversity initiatives. Journal of Applied Psychology, 109(10), 1635–1658.
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