Diversity and inclusion: Difference between revisions
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{{a| | {{a|hr|{{image|Diversity|jpg|You’re all the same age and you’ve all got the same trousers.}}}}''For a serious article on the importance of actual diversity, as opposed to the [[professional-managerial class]]’ [[performative]] [[virtue signalling]] about it, see “[[diversity]]”.'' | ||
{{drop|T|here is surely}} an ever-present, crushing irony in the fact that the most monotonous, robotic, cliché-laden, straight-out-of-central-casting, phoned-in, ditch-water dull patter in all of the modern business discourse — and stone the crows, that’s quite some bar to overcome — is uttered in the name of [[diversity and inclusion]]. | |||
''Actual'' [[diversity]] in an organisation’s workforce is vital for risk and opportunity management in the [[complexity|complex]] environments that any self-respecting organisation should be looking to stick itself in the middle of. | |||
[[ | Oddly, current management dogma, while long on platitudes curated from the random word generators in the D&I inspectorate seems hell-bent on identifying and systematically rooting out ''actual'' [[diversity]], through devices like the [[law firm panel]] — get legal advice if you must, but only from this mandated set of firms, all of whom provide more or less identical service from carefully filtered Russell group graduates, who also populate your [[legal department]]; the [[playbook]] — welcome, young proverbial [[school-leaver from Bucharest]]: Now, follow these simple instructions and for God's sake don’t improvise or bring any of your own idiosyncratic perspectives to bear on the issue; and most galling off all, the [[AI]] [[reg tech]] solution — a.k.a. the [[algorithm]], which must be the dictionary definition of homogenous, having not even a White Anglo-Saxon Protestant cultural framework, as spiritually bankrupt as that may be, to bring to bear on your [[confidentiality agreement]] but ''no cultural framework at all''.<ref>Until the [[Twitter]]ati turn it in to a Nazi of course.</ref> | ||
[[Diversity]] — ''real'' [[diversity]] — is not a [[box ticking|box to be ticked]]. It may be the difference between survival and extinction when that existential crisis arrives unbidden. Best not leave it, therefore, to well-meaning [[Virtue signalling|virtue signallers]] in [[HR]]. | |||
{{sa}} | {{sa}} | ||
*(Actual) [[diversity]] | *(Actual) [[diversity]] | ||
*[[Diversity paradox]] | |||
*[[Middle management]] | *[[Middle management]] | ||
*{{br|Seeing Like a State: How Certain Schemes to Improve the Human Condition Have Failed}} | |||
*[[Parkinson’s law]] | *[[Parkinson’s law]] | ||
{{ref}} | {{ref}} | ||
Latest revision as of 06:29, 1 July 2024
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The Human Resources military-industrial complex
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For a serious article on the importance of actual diversity, as opposed to the professional-managerial class’ performative virtue signalling about it, see “diversity”.
There is surely an ever-present, crushing irony in the fact that the most monotonous, robotic, cliché-laden, straight-out-of-central-casting, phoned-in, ditch-water dull patter in all of the modern business discourse — and stone the crows, that’s quite some bar to overcome — is uttered in the name of diversity and inclusion.
Actual diversity in an organisation’s workforce is vital for risk and opportunity management in the complex environments that any self-respecting organisation should be looking to stick itself in the middle of.
Oddly, current management dogma, while long on platitudes curated from the random word generators in the D&I inspectorate seems hell-bent on identifying and systematically rooting out actual diversity, through devices like the law firm panel — get legal advice if you must, but only from this mandated set of firms, all of whom provide more or less identical service from carefully filtered Russell group graduates, who also populate your legal department; the playbook — welcome, young proverbial school-leaver from Bucharest: Now, follow these simple instructions and for God's sake don’t improvise or bring any of your own idiosyncratic perspectives to bear on the issue; and most galling off all, the AI reg tech solution — a.k.a. the algorithm, which must be the dictionary definition of homogenous, having not even a White Anglo-Saxon Protestant cultural framework, as spiritually bankrupt as that may be, to bring to bear on your confidentiality agreement but no cultural framework at all.[1]
Diversity — real diversity — is not a box to be ticked. It may be the difference between survival and extinction when that existential crisis arrives unbidden. Best not leave it, therefore, to well-meaning virtue signallers in HR.
See also
- (Actual) diversity
- Diversity paradox
- Middle management
- Seeing Like a State: How Certain Schemes to Improve the Human Condition Have Failed
- Parkinson’s law
References
- ↑ Until the Twitterati turn it in to a Nazi of course.