By | Ruchika Tulshyan | www.themuse.com
The why of inclusion is largely an accepted fact: Including people of diverse and underestimated backgrounds in the workplace is both the right and profitable thing to do. What isn’t largely understood or accepted is the how.
If we believe in inclusion morally, ethically, and as a way to drive profitability and productivity, then why are we so terrible at it? Because we don’t realize—or don’t want to accept—that inclusion isn’t an inborn trait. It takes awareness, intention, and regular practice. It requires an inclusion mindset.
Psychologist Carol Dweck’s research shows that success has less to do with talent or innate brilliance, and more to do with a mindset that embraces challenges and thrives in the face of adversity. “Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset,” Dweck wrote in the Harvard Business Review. “They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less about looking smart and they put more energy into learning.”