Literacy Library #15: Inclusion Matters and Social Learning

Have you ever wondered how the behaviours and norms within our workplaces are learned and replicated? Behind the scenes of our daily professional interactions, there lies a powerful framework shaping the inclusive—or exclusive—cultures of our organisations: Social Learning Theory. First introduced by Albert Bandura in the 1970s, this theory argues that people learn from one another through observation, imitation, and modelling. So, what does this mean for us as a community striving for more inclusive workplaces?

Social Learning Theory

Social Learning Theory suggests that much of our behaviour is learned by observing the actions and outcomes of others' behaviours. For example, in a workplace context, this means that employees pick up on what is acceptable or expected by watching their leaders and peers. It's the glance at a colleague's nod of approval during a meeting or the mimicry of a manager's communication style—these are the moments where learning happens, shaping how we perceive and enact our roles within an organisation.

The Power of Modelling in Inclusion

Modelling behaviour plays a crucial role in fostering an inclusive workplace. When leaders demonstrate inclusive behaviours, they set a standard for others to follow. However, the reverse is also true; exclusionary or discriminatory behaviours, when observed, can be perpetuated, creating a cycle that's hard to break. This underscores the importance of intentional modelling to promote values of diversity and inclusion.

Why Inclusion Really Does Matter

• Shaping Behaviours and Attitudes: Social Learning Theory illustrates how inclusive behaviours can be taught and replicated across an organisation. When employees see positive outcomes from inclusive interactions, they are more likely to adopt these behaviours themselves.
• Creating a Culture of Belonging: Observational learning isn't just about actions; it's about absorbing the values and norms that those actions represent. Inclusive modelling by leadership can help embed a deep sense of belonging and acceptance within the corporate culture.
• Influencing Policy and Practice: The behaviours and attitudes learned through social observation can influence organisational policies and practices. As inclusive behaviours become the norm, they pave the way for more equitable procedures and policies buy challenging work cultures.
• Enhancing Employee Engagement: Workplaces that leverage Social Learning Theory to promote inclusion see higher levels of employee engagement. Observing and participating in a culture that values diversity and inclusion leads to more meaningful employee involvement and satisfaction.
• Driving Innovation and Growth: Inclusive behaviours learned through social observation can foster an environment where diverse ideas and perspectives are welcomed. This diversity of thought is a key driver of innovation and organisational growth.

Practical Steps to Building a More Inclusive Workplace

• Intentional Leadership Modelling: Leaders must be deliberate in modelling inclusive behaviours, understanding that their actions set the tone for the rest of the organisation. This involves not just avoiding negative behaviours but actively demonstrating respect, empathy, and appreciation for diversity.
• Peer Learning and Mentorship: Encouraging peer learning and mentorship programs can amplify the effects of social learning. When employees from different backgrounds and levels share knowledge and experiences, it reinforces the value of diversity.
• Recognition and Reinforcement: Positive reinforcement of inclusive behaviours encourages their repetition. Recognising and rewarding these behaviours, whether through formal awards or informal acknowledgments, reinforces the message that inclusion matters.
• Inclusive Policy Development: Policies and practices should be developed with input from a diverse range of employees, ensuring they reflect and support the inclusive values being modelled. This participatory approach not only enhances policy effectiveness, but also serves as a learning opportunity in itself.
• Continuous Learning and Development: Offering training and development opportunities focused on diversity and inclusion can support the social learning process, providing employees with the tools and knowledge to understand and embrace differences.

Social Learning Theory isn't just a theoretical concept; it offers a practical guide for transforming our workplaces. By understanding the mechanisms through which behaviours are learned and replicated, we can more effectively promote an environment where diversity is not just seen, but actively celebrated. Let's harness the power of social learning to create workplaces where everyone feels valued and empowered to contribute their best. In the end, inclusion isn't just a policy or a program; it's the very fabric of a thriving organisational culture.