The following data and findings are selected from a vast body of research on the benefits of diversity 1 and inclusion 2 in the workplace, with an emphasis on studies published in the last few years.Cognitive learning techniques this list is not exhaustive. For a selection of earlier research on this topic, see: catalyst, why diversity matters (july 23, 2013). TALENT diverse organizations are more successful at retaining talent 3

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Although catalyst has produced research and tools about making the case, more recently, catalyst and others have encouraged companies to “get beyond the business case for diversity.” the business case grew out of a need to explain the business benefits (especially financial benefits) of diversity to stakeholders.Cognitive learning techniques however, the connection between financial rewards and diversity is impossible to prove because research can only establish correlation, not causation, between the two.Cognitive learning techniques further, even though the business case for diversity has been documented by catalyst, mckinsey, credit suisse, and others for over 15 years, it never seems to be enough.Cognitive learning techniques some people still ask for more proof that gender diversity is “good for business,” yet it never occurs to them to ask for the business case demonstrating that the status quo or all-male leadership teams and boards are good for business.Cognitive learning techniques

Instead of trying to seek that elusive “proof” that diversity causes improved business performance, companies should focus on diversity as a talent issue, and recognize that to be an industry leader, it is critical to tap into the full talent pool.Cognitive learning techniques by hiring a limited group of people, companies are missing out on significant segments of talent, so they should be putting energy and resources toward recruiting and retaining diverse employees and creating inclusive workplace cultures where everyone has an equal opportunity to contribute and succeed.Cognitive learning techniques

• catalyst does not have a single definition of diversity. Because it is different for each organization and region, we encourage organizations to create and own their unique definition of diversity.Cognitive learning techniques diversity might encompass the visible (e.G., gender, race/ethnicity) or the invisible qualities (e.G., personality, family background, education, personal style) that make individuals unique.Cognitive learning techniques when defining diversity, it’s helpful for organizations to assume that diversity is the heterogeneity among all of us and therefore applies to everyone.Cognitive learning techniques it’s much more inclusive than calling out any one segment of the population as “diverse,” which has the effect of marginalizing others from both the conversation and the solution.Cognitive learning techniques

• practitioners and researchers define inclusion in many different ways. Some definitions focus on valuing differences. Others emphasize finding common ground to promote cohesion.Cognitive learning techniques psychological theory, as well as catalyst’s research, gives credence to both these points of view. Our research reveals two basic ingredients of inclusion: uniqueness and belonging.Cognitive learning techniques when employees feel unique—recognized for their differences—and feel a sense of belonging based on sharing common attributes and goals with their peers, organizations best increase the odds of benefiting from workforce diversity.Cognitive learning techniques jeanine prime and elizabeth R. Salib, inclusive leadership: the view from six countries (catalyst, 2014): p. 6.

• dana kabat-farr and lilia M.Cognitive learning techniques cortina, “sex-based harassment in employment: new insights into gender and context,” law and human behavior, vol. 38, no. 1 (2014): p. 58-72; lindsey joyce chamberlain, martha crowley, daniel tope, and randy hodson, “sexual harassment in organizational context,” work and occupations, vol. 35, no. 3 (2008): p. 262-295.Cognitive learning techniques

• the american psychological association defines groupthink as “a strong concurrence-seeking tendency that interferes with effective group decision making.Cognitive learning techniques symptoms include apparent unanimity, illusions of invulnerability and moral correctness, biased perceptions of the outgroup, interpersonal pressure, self-censorship, and defective decision-making strategies.Cognitive learning techniques causes are thought to include group cohesion and isolation, poor leadership, and the stress involved in making decisions.” american psychological association, “groupthink,” APA dictionary of psychology (2018).Cognitive learning techniques

• sharing innovative solutions at work often comes with the risk of being discredited or damaging reputations. Psychological safety is the ability of team members to feel safe when taking these risks—the team “has their backs.” psychologically safe team members are more willing to speak up, make mistakes, and trust their colleagues to not undermine their work.Cognitive learning techniques jeanine prime and elizabeth R. Salib, the secret to inclusion in australian workplaces: psychological safety (catalyst, 2015).