Seven Changes that make your Gender Equality work impactful, accepted and valuable

Hundreds of leading women at the World Women Leadership Congress in Mumbai filled the large ballroom with stunning expertise and vibrant engagement. The only panel of that day, 17 February, discussed a delicate question: The invisible dynamics of gender bias. The only man on the panel, Michael Stuber, shares his top recommendations from 20 years of experience in advancing Gender Diversity on the occasion of International Women’s Day (8 March).

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D&I could be a powerful alternative to Nationalism – if pitched effectively

It felt as if overnight many achievements of 20 years of D&I work were ruined when nationalistic and post-truth campaigns received support and were partially successful. A root cause analysis shows how badly managed globalisation and virtualisation led to fragile communities. D&I has the power to offer an alternative – but for that, it needs to be re-framed.

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Kulturelle Vielfalt: Kontext ist alles

Welche Dynamik sich zwischen zwei Kulturen entfaltet hängt nicht nur von den jeweiligen (vermeintlichen!) Besonderheiten ab, sondern wesentlich von örtlichen und zeitlichen Gegebenheiten. Dieser sogenannte Kontext ist entscheidend für das Verständnis inter-kultureller Prozesse. Dies gilt umso mehr, als dass sich Werte, Grundannahmen, Normen oder Maßstäbe mit dem jeweiligen Kontext verändern – bis hin zu willkürlichen Festlegungen. Kontext-Kompetenz wird damit zum Erfolgsfaktor im Umgang mit kultureller Vielfalt.

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Cultural Diversity – From normative models to exploring existing realities

Learning about differences can be tricky as it may well lead to putting (groups of) people in boxes. ‘Men are from Mars’ is one example for the stereotyping risk, and many traditional cultural models fostered categorisation – even in categories that did not exist before. Exploring the realities of cultures as they exist is an intriguingly easy alternative.

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MEASURING THE SUCCESS OF D&I: Effect – Progress – Added value concepts and methods at a glance

In an economic environment it seems obvious to measure the success of initiatives – after all, resources flow into the respective activities. Meanwhile, how success should show itself remains controversial. In the context of the women’s quota, the fulfilment of these goals is already regarded by some as the achievement of goals and thus as a success. Others insist that Diversity & Inclusion – like other initiatives – must deliver measurable added value, i.e. ROI. Programme managers and project managers regard themselves as successful when their measures have had the desired effect. It seems as if incompatible different points of view collide – they merely represent different perspectives and elements of a comprehensive measurement of the success of diversity management.

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