The focus of much negative attention by some, it can be easy to lose sight of how integral diversity is to the human experience and work experience.
The diversity wheel is a powerful and recognised model used to describe the many facets that influence humans.
It helps us understand the different factors that shape our identities and influence how we experience the world as individuals and organisations. Originally developed by Marilyn Loden and Judy Rosener (1991), the wheel provides a visual framework for examining both the visible and invisible aspects of diversity.
It typically describes two primary types of layers: outer and inner dimensions.
The outer layer consists of external factors such as education, income, marital status, work experience, religion, geographic location and work experience.
They are considered more flexible than internal dimensions, but nevertheless influence interpersonal interactions in private and professional contexts strongly (Gardenswartz & Rowe, 2003). Adaptations of the model include organisational dimensions like job role, seniority and organisational affiliations highlight company culture, power dynamics and inclusion.
The inner layer covers what are considered internal dimensions such as race, ethnicity, gender, age, sexual orientation, and physical ability.
Many of these are unchangeable and significantly impact social perception and lived experiences (Loden & Rosener, 1991).
Intersections occur between characteristics and can strongly influence an individual’s lived experience, affecting how they are perceived and treated by society. As well as by potentially leading to bias and discrimination (Crenshaw, 1991).
The value of the diversity wheel is also in highlighting the intersections, highlighting how complex human identity is.
It shows that none of us are defined by one dimension only, we are each the product of intersections of many identities and influences. As much as the false simplicity of “everyone being the same” can seem easier, it does not reflect human reality in any way.
The diversity wheel shows this clearly and can help develop this understanding, fostering empathy, reduce bias and create an inclusive environment for everyone.
Shore et al. (2011) showed that understanding diversity through multidimensional lenses improves organizational outcomes by fostering a sense of belonging and psychological safety. As shown by the Google’s project Aristotle, psychological safety is a cornerstone element for creating innovative working environments. The diversity wheel can help individuals recognize unconscious biases and privileges, leading to more equitable decision-making.
In summary, it is clear that the diversity wheel creates a useful framework for discussion of the complexities of human experience and interactions. Does it have it’s faults? For sure, like every model of complex topics, there are things to criticise.
Beyond the dividing rhetoric around in the world, it provides a basis for dialogue and recognition of the complexity of human identity, showing the rich tapestry of human experience as it is, rather than reducing people to a single dimension.
Organisations benefit from using the diversity wheel strategically when thinking about employee wellbeing, retention and creating innovative environments.
Would you like to look into this in more detail? Get in touch! As your business coach we can focus on leveraging the potential in your team and organisation.
References
Crenshaw, K. (1991). Mapping the Margins: Intersectionality, Identity Politics, and Violence against Women of Color. Stanford Law Review, 43(6), 1241–1299.
Gardenswartz, L., & Rowe, A. (2003). Diverse Teams at Work. Society for Human Resource Management.
Loden, M., & Rosener, J. B. (1991). Workforce America! Managing Employee Diversity as a Vital Resource. Business One Irwin.
Shore, L. M., et al. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of Management, 37(4), 1262–1289
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