Better Leadership through Diversity: A Case Study of the March for Science
My latest for American Humanist Association: In failing to take responsibility for diversity in a methodical and transparent manner, the March for Science leadership made four major errors. First, the organizers attempted to set up the march as “apolitical” without having thought about equity, inclusion, and accessibility (https://goo.gl/f8gcbr). The organizers failed to connect with diversity experts and activist groups.
Second, the march organizers did not proactively manage the anti-diversity discourse that their supporters engaged in (https://goo.gl/FNV5WW).
Third, the march used an ineffective communications strategy that exacerbated poor diversity practices (https://goo.gl/acgFek).
Fourth, the organization was not welcoming of diversity. Several women publicly left over dysfunctional dynamics and lack of support for diversity (https://goo.gl/cOk4Xq).
In short, rather than learning from similar problems of exclusion that emerged from the Women’s March, the March for Science replicated them, particularly by marginalizing people of color and community activists.
The best way to redress the inequities in science is through structural reform. This means reviewing policy through an evidence-based process. A more productive approach to diversity focuses on responsibilities of leaders to enhance measurable results. In other words, for science to make the most of everyone’s talents, leaders must “walk the talk,” modelling best practice and promoting accountability for themselves and other managers.
Read more on The Humanist: https://thehumanist.com/commentary/better-leadership-diversity-case-study-march-science
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