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Seeing all of us comprise, inhabit, and are immersed in [[complex system]]s ''all the time'' — merely [[complicated system|complicated]] or [[simple system]]s are highly unusual over the run of human discourse<ref>Artificial zero-sum contests like [[Chess|Games]] and sports are obvious exceptions, as is theoretical (but not practical) science.</ref> — this isn’t just airy-fairy management babble to put out on the corporate Twitter feed on Pride Day. | Seeing all of us comprise, inhabit, and are immersed in [[complex system]]s ''all the time'' — merely [[complicated system|complicated]] or [[simple system]]s are highly unusual over the run of human discourse<ref>Artificial zero-sum contests like [[Chess|Games]] and sports are obvious exceptions, as is theoretical (but not practical) science.</ref> — this isn’t just airy-fairy management babble to put out on the corporate Twitter feed on Pride Day. | ||
Yet our institutions — even those with a [[Humble|humble-bragging]] D&I directorate — are singularly resistant in practice to this idea. [[Legal department]]s are populated not just by lawyers, but by lawyers educated at Russell Group universities and trained at [[magic circle law firm|magic circle]] firms, at which they have had a singular, ''batshit crazy'', view of the world beaten into them. There are no [[Behavioural psychology|behavioural psychologists]], no marketers, no [[Complexity theory|complexity theorists]] among them. All of these disciplines have meaningful things to say about the management of contractual relations. There may be a [[chief operating officer]], but she will be an accountant with an [[MBA]]. She will fret that there are too many men in management roles, as if a few more female Russell Group graduate, [[Allen & Overy]] alumni would make any difference. | Yet our institutions — even those with a [[Humble|humble-bragging]] D&I directorate — are singularly resistant in practice to this idea. | ||
*[[Legal department]]s are populated not just by lawyers, but by lawyers educated at Russell Group universities<ref>Oxbridge, that is to say.</ref> and trained at [[magic circle law firm|magic circle]] firms, at which they have had a singular, ''batshit crazy'', view of the world beaten into them. | |||
:*There are no [[Behavioural psychology|behavioural psychologists]], no marketers, no [[Complexity theory|complexity theorists]] among them. All of these disciplines have meaningful things to say about the management of contractual relations. | |||
:*There may be a [[chief operating officer]], but she will be an accountant with an [[MBA]], a postgraduate degree singularly [[calculated]] to render an otherwise useful professional calling into an amorphous morass of hackneyed outsourcing strategies. She will fret that there are too many men in management roles, as if a few more female Russell Group graduate, [[Allen & Overy]] alumni would make any difference. | |||
If the chief benefit to an organisation of diversity is ''difference'' — you know, of opinion; borne of the divergent cultural and sexual perspectives of your staff<ref/>And — who knows? — maybe even their varied professional experiences and background.</ref> — then you might be forgiven for expecting diversity to arrive arm-in-arm with a heightened sense of conflict, grit, chippiness — an air of [[the military school of life]], so to say. But this seems not the brand of diversity our millennial wunderkinds, bunkered in their safe spaces, are selling. | |||
===Homogeneity risks=== | ===Homogeneity risks=== | ||