DEI, A Massive Organizational Risk Management Failure?

DEI, A Massive Organizational Risk Management Failure? The intent of this article is to help organizational leaders consider the basic risks and threats of DEI programs. Some organizations may find that DEI programs work within their risk acceptance level. This said risk and business continuity professionals have a duty to ensure their organizational leadership has the correct risk and threat assessment data to make good decisions for the organization.

For the record, DEI is not aligned with Cooperative Intelligence as it fails to meet the foundational principle disciplines of neutrality, unifying identity, tolerance, and mutual respect. Cooperative Intelligence can help organizations overcome the destructive impacts of DEI. DEI has been front and center stage for years and thus has had every opportunity to prove its worth. The amount of funding for DEI is staggering. Veterans Affairs just admitted it spent at least $15,000,000.00 annually for DEI programs, yet evidence shows VA still covers up extreme rights violations, including racism.

Most should be able to agree that DEI has created as many opponents as it has proponents. This directly establishes that DEI itself creates division, which can lead to conflict and violence in the workplace. Most should agree that there have been significant financial losses from DEI implementation and practices. Most should be able to admit that DEI is aligned with a political party agenda. Most should be able to admit that DEI identifies victims and villains by race, gender, and religion and practices "othering," which is inherently contrary to diversity, equity, and inclusion and, according to actual law, is illegal. Most should be able to agree that DEI centers on "othering," which has been identified by worldwide research as being a contributing factor to the Rwandan Genocide.

So these considerations start raising some questions. Have organizational risk managers failed to inform decision-makers of the actual risks of implementing DEI? Did leaders ignore risk managers? Were organizations misled by the lack of full disclosure or deception to allow DEI efforts to influence organizations, societies, and politics?

What should have been potential red flags in DEI risk assessment?

1) Lack of an extensive risk and threat assessment completed and communicated prior to any organization-wide implementation.

2) Clear political party alignment is a major red flag.

3) Training should not be divisive or create villains by race, gender, or religion.

4) There must be compliance with written law.

5) The demonizing of customers or staff is a major red flag.

6) Taking sides in challenging social norms is a red flag.

7) "What if" considerations must be assessed. For example, what if this DEI thing becomes a problem or fails?

8) Lack of business continuity: What are the short-term, intermediate-term, and long-term risks and threats during and after implementation and in uninstalling such implementation?