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INFORMATION


Creating an inclusive culture - part two


In the second of a three-part series on Inclusion and Diversity, Marsha Ramroop (pictured), Founding Director at Unheard Voice Consultancy, explores how businesses embed culture change.


In last month’s piece, I wrote about the clearest, most academically robust, way of bringing about Inclusion; using Cultural Intelligence (CQ™).


You need four capabilities:


when trying to bring about change, do you/your department/organisation actually want to? If you don’t, do you know how to make yourself want to?


1 2


CQ Knowledge (Cognition) - What are you thinking about?


Do you know what you need to know? Do you know how to discover your own blind spots? Donald Rumsfeld was once ridiculed for his discussion of known knowns, unknown knowns, known unknowns and unknown unknowns, but essentially, understanding these when working with those different from you and your organisation is crucial. You need to do the self-work and research.


3


CQ Strategy (Meta-cognition) - The unique human ability to


think about what you’re thinking about. If you’re motivated and you’ve got some knowledge, you’re in danger of acting in a stereotypical way without CQ Strategy. This is making plans to mitigate your unconscious bias, checking what assumptions you’re making, being aware of your own weaknesses and where mistakes might arise.


4


CQ Action (Behaviour) - Ultimately this is how you’d be


judged. Adapting or not adapting your speech, body language and tone when working with those who are different from you.


However, to understand these fully will take more than one article, so please do check out culturalq.com. In order to then embed change,


all four capabilities have to be looked at in terms of the four building blocks in the McKinsey Change Model. In a McKinsey Global Survey, it examined successful transformations and


CQ Drive (Motivation) - This is the most under-rated capability


Are your staff developing CQ Knowledge about different values?


‘If we are to flourish, we must learn to not be threatened by difference’


found that they were nearly eight times more likely to use all four actions as opposed to just one.


• Fostering understanding and conviction - there’s clarity as to why the change is needed. CQ™ helps outline this as part of CQ Drive.


• How your staff are developing their skills and talents – are they getting the training they need to help understand CQ™? And developing CQ Knowledge about different values and norms?


• Role modelling – are you behaving in a highly culturally intelligent way? Are the people around you? Are leaders following through on their own learning?


• Are the policies and structures in place allowing you to reinforce with formal mechanisms? Be that


recruitment, pipeline schemes, mentoring, clarity of vision, mission and organisational goals. Is it possible for your people to do their jobs in a high CQ™ way?


If implemented, this is a clear system that will start to get you the results you need if you’re serious about changing organisational culture to become more inclusive. But it is not easy, it’s challenging.


There is no silver bullet. If you’re expecting that a 30-minute corporate online video, a morning workshop, or even a three-part article is going to provide results, that’s highly unlikely. A combination of personal


introspection and knowledge gathering, leadership taking control and implementing polices and structural change, as well as training and coaching, is required over time. The introspection required is difficult and you and your


organisation are expected to be vulnerable. Being open to trying and failing, being told repeatedly you need to make changes, and getting up again anyway until it is right, is obligatory. It requires great generosity and patience on the part of the under-represented while you try, despite everything already being dealt with by those groups – and to be honest, that’s a hard ask of them, but showing willing and results of efforts will help with this. It is my opinion that within the challenge lies our evolution as a human species. We need to adapt our brains to stop calling on the biases that our “cave-person” inside tend to cause us, thinking we need to retreat to safety or act out in defiance or self-defence. If we are to flourish, we must


learn to not be threatened by difference, and truly acquire a deep understanding of self and each other for the betterment and prosperity of all. In the next piece, I’ll be looking


at the resources available to help individuals and organisations start to move forward with the four CQ capabilities.


business network December 2019/January 2020 97


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