Most of us see ourselves as fair-minded people, and in many cases we are. Yet human beings naturally identify more easily with some people than others. I may feel warmth towards you, for example, while unconsciously questioning your competence or credibility. These subtle biases can influence our decisions even when our intentions are positive. It is also important to recognise that not all biases operate in the same way. Individual prejudice exists, and some biases are reinforced by organisational systems, cultural norms, and historical patterns. The distinction matters because the challenge is often larger than any one individual's beliefs or behaviours.
One of the reasons I think there is so much resistance to diversity and inclusion work is that people often feel they are being told they need to be fixed. Most people do not respond positively to that message. Diversity fatigue can emerge when the conversation is framed around blame, correction, or moral judgment rather than shared benefit and collective progress. Instead, I think we need to invite people into the conversation. We need to engage those in majority or dominant groups as active participants rather than positioning them as part of the problem. The evidence is compelling: diverse teams tend to produce stronger innovation, better problem-solving, and more robust decision-making. These outcomes benefit everyone, not just specific groups.
When I encounter resistance, I try to approach it with curiosity. I ask myself: What could I do differently to invite this person into the conversation? And more importantly, what might I be doing that is contributing to their resistance? As the goal is not to win an argument, the goal is to create an environment where more people want to participate, contribute, and be part of the solution. That is how meaningful and sustainable change happens.
