Creating a culture of belonging in order to achieve true equity and inclusion

AIM/ISSUE

Creating a culture of belonging in order to achieve true equity and inclusion.

INTRODUCTION/BACKGROUND

Diversity, equity and inclusion have become very important considerations in our world. As the leadership of the Canadian Armed Forces (CAF) have made considerable efforts in the last few years to redefine inclusivity, it is possible to believe that we are making inroads towards equity and inclusion within our workforce. Although that may be the perception, research shows that the reality is much more complex.

When examining inclusion policies, it becomes clear that they set out to “get rid of one set of norms that exclude people only to replace them with a set of norms that exclude others”^{Footnote 1}. This tends to create greater division. It is therefore important to create a culture of belonging as it allows everyone to find their place. If diversity is the goal and inclusion is the policy, then belonging becomes the necessary culture. How can the CAF go about creating a culture of belonging in order to achieve real equity and inclusion?

In order to better understand the concept of belonging, I will refer to published research within the field such as Belonging: The Key to Transforming and Maintaining Diversity, Inclusion and Equality at Work (Jacob) and On Being Included (Ahmed) as well as other works examining equity and inclusion in the workplace. I will also examine CAF publications as well as recent changes implemented in policy as it relates to diversity and inclusion.

ORGANISATIONAL MAPPING

In building true inclusion and belonging, the CAF’s effectiveness will increase in all areas. When we feel a sense of belonging, our well-being and motivation increase. This facilitates team-work and cohesiveness. The team is able to solve more complex problems through better understanding and greater empathy. This, in turn, affects job satisfaction, public opinion, but more importantly, external adaptability and mission success. For a more complete image of the relationships that exist between belonging and other elements of the CAF, please refer to Annex A (figure 1.1).

ANALYSIS

The current lack of learning culture within the CAF is greatly contributing to problems of equity, inclusion and belonging. An organisation with a learning culture is one that harnesses “the cognitive power of its members to gain a strategic advantage”^{Footnote 2} (course notes). Essentially, members of the organisation at all levels become perpetual learners. Members learn from their leaders, from each other and even from subordinates. Within a learning culture, there is often no one person with the correct answer, but rather a variety of views and opinions that can be assembled to create a better understanding of a complex problem.

When dealing with issues related to equity, inclusion and belonging, it is important to consider the views and the experience of members as there is much that we can learn from one another. Training that includes sharing members’ stories and experiences increases emotional intelligence. It builds trust, understanding and empathy.

While making sense of our own values, needs and desires is necessary, it is important to note that this learning is a lifelong one. As we grow and gain experience, it is possible for our views to change. I would therefore recommend the CAF look at the work of Dr. Carol Dweck, professor and researcher at Stanford University. In 2006, she published the first edition of her book Mindset: The new Psychology of success. Her theories on the mindset psychological trait have greatly impacted education systems all over the world and have been adopted by many large corporations. Briefly stated, Dweck identifies two main mindsets: growth mindset and fixed mindset. While the former fosters a learning culture, the latter will destroy it and ensure a hierarchical and narrow-minded leadership. Creating a culture of belonging through the development of a growth mindset will give us the tools to build the learning culture that has become necessary in order to achieve real equity, inclusion and belonging.

In her article Building a More Inclusive Defence Team Culture (The Maple Leaf, April 2022), Dr. Sherry Winslow wrote that “inclusion is about offering people a sense of belonging, rather than forcing them to ‘fit in’ to a certain mould or stereotype.”^{Footnote 3} Through this lens, we understand that it is not up to the member “to fit in”, but rather the leader’s responsibility to give the member the opportunity to contribute. In order to build a culture of belonging, leaders at all levels must properly apply transformational leadership. As opposed to transactional leadership, transformational leadership gives some responsibility back to the individual. Through creating connections, the leader engages and motivates each individual to do more than they thought possible. The expectations are raised, the challenges are bigger, but the support and the trust are well established.

We have seen over the years that a traditional reward and punishment system may gain obedience, but it will not help develop a culture of belonging. A simple directive lecture with slides demonstrating the need for diversity, equity and inclusion is not sufficient to convince members of its necessity. We need members to buy into the fundamental idea that everyone can and will contribute when they feel a sense of belonging. Once an initial sense of belonging is created within the team, the leader can push the members’ thinking on issues related to diversity, equity and true inclusion (i.e., belonging). It is through this type of team-building and reflexive practice that we can create true allyship and can ensure members will be open to ideas such as the effects of micro-messages. This pushes members intellectually and encourages them to challenge their own beliefs and values. By setting the example, leaders become role models as well as coaches and advisors. They motivate their members to become committed to create the culture of belonging as it becomes clear that the effectiveness of the team only increases.

In maintaining the high expectation of true inclusion through belonging, the leaders can affect real change at all levels. Transformational leadership is therefore a key component to building this culture. By establishing a sense of belonging within the CAF through the development of a learning culture and of transformational leadership at all levels, we can increase external adaptability. As defined in Leadership in the Canadian Forces: Conceptual Foundations, “external adaptability [...] refers to the capacity to fit into the larger operating environment and to anticipate and adapt to change.”^{Footnote 4}

As the rate of change keeps accelerating, it is important that the CAF be adaptable within its borders, but also when dealing with other nations. When members are integrated in a true learning culture and feel a sense of belonging, they have already developed the necessary skills as they are used to participating in the development of strategy. They know their strengths and how to best contribute. Lateral communications and exchanges of information happen with ease as members have developed a growth mindset and the idea of possessiveness of ideas has become obsolete. The leaders can trust their team to contribute valuable information and perspectives that will help put the best possible plan in place.

A culture of belonging ensures that the leaders who have developed transformational leadership are being promoted to key roles at the operational and strategic levels. The abilities they have developed will be transferred to building more effective professional networks and contacts with military organisations as well as foreign departments and agencies.

Having contributed meaningfully to a culture of belonging, these leaders are also better prepared to anticipate trends and likely scenarios as well as develop contingency plans as they have a more complete understanding of human behaviour. They can better assimilate information from the environment and know when to reach out for help. This will create greater adaptability and versatility, ensuring that the CAF is better prepared for the next conflict.

RECOMMENDATION/CONCLUSION

Recommendation 1: Create a culture of learning through training on the two main mindsets
In order to create a culture of belonging and achieve greater diversity and inclusion, I recommend we include training on the two main mindsets as developed by Dr. Carol Dweck. This will help develop the culture of learning that is necessary to the development of a culture of belonging.

Recommendation 2: Systematically develop transformational leadership and promote based on this capacity
Transformational leadership is necessary in order to implement change. Considering that the shift that needs to happen is quite large, I recommend the CAF devote more time to hands-on training of transformational leadership at all levels and promote members based on their ability to affect change.

When compared to many civilian organisations, the CAF is lagging behind when it comes to diversity, equity and inclusion. A change is long overdue. These recommendations might seem like a big shift but they are necessary in order for the CAF to be adaptable and effective in today’s changing landscape.

BIBLIOGRAPHY

Advanced Leadership Program 0025 course notes, accessed in the fall of 2023.

Ahmed, Sara. On Being Included: Racism and Diversity in Institutional Life. Duke University Press. Durham and London, 2012. Print.

Billan, Rumeet and Todd Humber. Women of Influence+, The Tallest Poppy. 2023. Accessed on 16 October, 2023. https://www.womenofinfluence.ca/tps/

Cohen, Geoffrey L. Belonging: The Science of Creating Connection and Bridging Divides. W.W. Norton & Company, New York, 2023. Print.

Dweck, Carol. Mindset: The new Psychology of success. Ballantine Books, New York. 2006. Print.

Dweck, Carol. Mindset - Updated Edition: Changing The Way You Think To Fulfil Your Potential. Ballantine Books, New York. 2016.

Government of Canada. Canadian Armed Forces Ethos: Trusted to Serve. n.d. Accessed on 16 October, 2023. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canadian-armed-forces-ethos-trusted-to-serve.html

Government of Canada. Leadership in the Canadian Forces: Conceptual Foundations. n.d. Accessed on 5 November, 2023 https://publications.gc.ca/collections/collection_2013/dn-nd/D2-313-2-2005-eng.pdf

Government of Canada. The Maple Leaf, Building a More Inclusive Defence Team Culture. n.d. Accessed on 16 October, 2023. https://www.canada.ca/en/department-national-defence/maple-leaf/defence/2022/04/building-inclusive-defence-team-culture.html

Jacob, Kathryn et al. Belonging: The Key to Transforming and Maintaining Diversity, Inclusion and Equality at Work. Bloomsbury Business, London. 2020. Print.

ANNEX A

1.1 Diversity, Inclusion and Belonging

1.2 Training Priorities for Belonging