Closing the Gap: A Case Study on Attitude vs. Behavior in DEI Initiatives

A Story from the Corporate World

Let's consider the case of Acme Corp, a forward-thinking organization renowned for its vocal and public support of Diversity, Equity, and Inclusion (DEI). The top management frequently speaks about the importance of DEI in internal meetings and public forums. Yet, a closer look at the company's leadership composition reveals a different story: the percentage of women in leadership roles has not increased over the past few years. This scenario at Acme Corp exemplifies a common challenge for many organizations - the attitude-behavior gap in DEI initiatives.

The Attitude-Behavior Gap: Understanding the Disconnect

Acme Corp's situation isn't unique; it reflects a well-documented phenomenon in social science known as the attitude-behavior gap. Many people believe that people’s behaviors align well with their attitudes, or more simply put that there is a strong link between attitude and behavior. The world would be much simpler if that were true but alas, social science research suggests that one’s attitudes are not good predictors of one’s behavior. As an example, I have a great attitude about getting better at golf, but I do not put in the practice to get better. I am no better today than I was five years, maybe worse. Here’s another, how many of us have a positive attitude about getting a good night’s rest? And how many of get that good night’s rest on a consistent basis. The examples of how our attitudes are not good predictors of our behaviors are endless. While leaders at Acme Corp. have positive attitudes towards DEI, these attitudes do not always translate into concrete actions or policy changes. This gap can stem from various factors, among them:

• Social Desirability Bias: The tendency to express attitudes that are socially acceptable, rather than those that reflect true personal beliefs.
• Situational Factors: External circumstances and contextual elements that influence behavior.
• Cognitive Dissonance: The psychological discomfort experienced when actions and beliefs are misaligned, often leading to rationalizations that justify inaction.
• Barriers to Action: These are often the unseen or unacknowledged obstacles that prevent attitudes from manifesting as behavior.

Uncovering Barriers to Action at Acme Corp

Acme Corp's leaders likely face a number of barriers that prevent them from turning their DEI attitudes into action:

• Organizational Culture and Resistance: A culture resistant to change or one that values homogeneity can stifle DEI efforts. Even when leaders are committed, they may encounter pushback or apathy from the broader organization.
• Resource Constraints: Limited time, budget, or manpower can be practical barriers. Leaders might support DEI in principle but find themselves prioritizing other immediate business needs.
• Lack of Know-How: Leaders may agree with the importance of DEI but lack the knowledge or skills to implement effective strategies.
• Fear of Missteps: The concern about making mistakes or offending others can lead to inaction, especially in sensitive areas like DEI.

The Role of Intention: Applying Theoretical Models

To understand the disconnect at Acme Corp, we can look to the world of social science and models like the Theory of Reasoned Action and the Theory of Planned Behavior:

• Intention as a Mediator: These models suggest that the key to closing the attitude-behavior gap is understanding and strengthening the intention to act. At Acme Corp, this means not just vocalizing support for DEI but also committing to specific, measurable actions.
• Influencing Factors: For Acme Corp's leaders, aligning their intentions with their attitudes involves addressing subjective norms (organizational culture and expectations) and perceived behavioral control (resource allocation and knowledge).

Strategies for Bridging the Gap at Acme Corp

1. Conducting an Honest Assessment:

• Acme Corp’s leaders should assess their culture, policies, and practices to identify specific barriers hindering DEI progress.

2. Commitment to Resources:

• Allocating necessary resources, including time, budget, and personnel, is crucial for translating DEI attitudes into actions.

3. Building Skills and Knowledge:

• Training and development programs can equip Acme Corp’s leaders with the tools needed to implement DEI initiatives effectively. Investing in training (and practice) programs to develop inclusive leadership skills (see Dr. Robbins’ HERO Skills for Inclusive Leadership) and address things like psychological safety are vital.

4. Creating a Safe Environment for Learning and Mistakes:

• Encourage an environment where leaders and employees can learn about DEI without fear of repercussion for missteps.

5. Setting Clear, Measurable Goals:

• Establish specific, achievable DEI objectives with timelines and accountability mechanisms, and providing a resonating rationale for stated goals is key.

6. Inclusive Policy Development and Implementation:

• Develop and implement policies that directly address known barriers, such as organizational and cognitive bias in hiring and promotions or lack of support for underrepresented groups.

7. Leading by Example:

• Acme Corp’s leaders should visibly engage in DEI efforts, demonstrating their commitment to overcoming barriers and driving change. Leaders must role model for the rest of the organization when it comes to like attending workshops and practicing inclusive behaviors.

8. Regular Review and Feedback:

• Acme Corp should establish a system for regularly reviewing progress on DEI goals and openly discussing challenges and successes.

From Acme Corp to the Broader Corporate Landscape

Acme Corp's story is a microcosm of a widespread challenge in implementing DEI initiatives, or any organizational effort for that matter. By understanding and addressing the attitude-behavior gap, leaders (and all of us) can move beyond rhetoric to action, aligning actions with our words. This shift is not just beneficial for DEI initiatives; it is essential for building a truly inclusive, equitable, and thriving organizational culture, one that can fully leverage the power of diverse perspectives for creativity, innovation and complex problem solving.

For more information, resources and services, contact Dr. Robbins via this link www.slrobbins.com.