Diversity starts with a change in mindset, not conducive infrastructure
Guest article by Hari TN
Understanding Diversity and Inclusion: A Cultural Imperative
Diversity is a deeply nuanced and complex subject. One of the first distinctions that experts in this domain often make is that inclusion is broader and more foundational than diversity. Inclusion is the enabler, while diversity is the outcome. Without genuine inclusion, efforts to drive diversity may remain superficial or ineffective.
In the context of organizational culture, it is important to understand that culture manifests at three levels. The first is the artifact level—what is visibly observable such as office décor, dress codes, or workplace rituals. The second is the level of espoused values—those principles that are formally stated or displayed in meeting rooms and public-facing communications. The third and most impactful is the tacit level—the unspoken beliefs, assumptions, and values that truly influence how decisions are made and how people behave. The first two levels, while more visible, are often the least representative of an organization’s actual culture. Similarly, assessing an organization’s approach to diversity and inclusion requires looking beyond what is outwardly stated or shown.
Organizations vary in their openness to diversity. While some genuinely celebrate it, others may merely tolerate it for tactical or compliance-related reasons. There are organizations that present themselves as fair and rational but may only pay lip service to the ideals of diversity. They often articulate the right messages but fail to follow through in meaningful ways. Evaluating an organization solely on its stated positions can therefore lead to misleading conclusions.
Every individual possesses both masculine and feminine attributes in varying degrees. The concept of yin and yang in Chinese philosophy aptly illustrates this—seemingly opposing forces that are, in fact, complementary and interdependent. Leadership teams that are predominantly masculine in their thought processes—even if they include women—often lack the openness and flexibility required to truly embrace diversity. These organizations may appear fair and rational but tend to apply rigid interpretations of these concepts that ignore broader contextual realities.
In contrast, organizations with leadership that embodies a balanced integration of masculine and feminine perspectives are more adaptable and open to nuanced interpretations of fairness and equity. Such organizations are typically better equipped to navigate the delicate balance between equality and affirmative action—an essential step toward creating a level playing field for historically marginalized groups.
Affirmative action, though often contentious, remains critical in addressing systemic inequities. Organizations that are truly committed to diversity tend to handle these tensions more constructively and with greater ease. For example, many multinational corporations in India have embraced affirmative action more readily than certain domestic companies, which often emphasize a rigid merit-based ethos. Similarly, some Indian Institutes of Management (IIMs) have adopted more inclusive admissions criteria, resulting in better gender diversity compared to others that adhere strictly to uniform standards of evaluation.
In my experience working with five different startups, the openness to diversity and inclusion varied significantly. Interestingly, all of these organizations projected themselves as rational and merit-driven, making it difficult for outsiders—or even insiders—to discern their actual orientation toward diversity.
A common shortfall is when organizations hire women to meet diversity targets but expect them to conform to traditionally masculine leadership norms. True diversity is not achieved by molding women into versions of their male counterparts. While holding all leaders accountable to common business outcomes is necessary, it is equally important to recognize that there are multiple ways to achieve those outcomes. Overemphasis on uniform behavioral styles can inadvertently stifle diversity.
The evolving nature of work—driven by technological advancements and societal shifts—has opened the doors for greater participation of women in the workforce. Many companies now recognize that excluding women from their talent pool constrains their access to high-quality talent. As a result, we are witnessing a growing trend of women being hired across levels.
In time, as more women ascend into leadership roles, they are likely to express and assert their natural leadership styles more confidently. This evolution will gradually foster a cultural transformation, leading to authentic and sustained diversity. Ultimately, promoting diversity is less about infrastructure and facilities, and more about evolving the mindset of the organization.
Diversity is fast becoming a non-negotiable imperative. It is critical for organizations to introspect, understand their existing culture, and initiate the necessary mindset shifts to become more inclusive and conducive to genuine diversity.