True transformation of corporate structures needs a plurality of views, skills and ideas

Picture: 123RF/EDHAR YURALAITSand its various derivatives, has become recurrent on the agendas of management meetings throughout corporate SA. For many within their structures, however, this question is actually stripped of the weight of its required efforts and presents more like,In truth, we are not where we could be with the.

The truth is that a company that carries out this box-ticking exercise can’t easily be considered a space that allows for a worthwhile degree of variation to flourish, uninhibited by lingering, silent prejudices. We begin, quite bluntly, with the suggestion to make an increased effort to filter younger, more diverse groups of employees not just into the employee body but into its existing leadership structures.

The unintended consequences of box-ticking exercises, such as quotas or spoon-fed diversity training, is that the employee body will be unable to resist seeing these efforts merely as a compliance-fueled excise. By having young members in leadership forums, corporates will not suddenly be saved from the possibility of being tripped up by prejudices, but having those voices can broaden the views to encompass issues that might otherwise be missed. As with democracy, what is important is the plurality of views to better inform the decisions taken and garnish the already present conventional wisdom at senior level.

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