Photo: Andreas Omvik / Norden.org

Approaches to inclusion

During the examination of patterns in young people’s involvement in sustainable development – which relate to gender, as well as other interacting factors – questions were also asked about strategies and methods to disrupt the patterns in engagement, to reach out to new groups, to increase social diversity in the organisations and to work on internal hierarchies and tackling discrimination. The following is a summary of findings in that field, based on the focus group, interviews and the survey.

A small number of those who responded to the survey opposed the idea of increasing diversity in organisations, arguing for example that “homogeneous groups work better together”. Another small group of respondents stated that their own organisation was already “the most embracing” organisation they could imagine. However, many of the respondents, interviewees and focus group participants had personal experiences and ideas about ways to improve inclusion.

In the following list, their input has been categorised into five different approaches: putting the issue on the agenda, adopting a code of conduct, creating a safe space, working on recruitment and outreach and lowering the thresholds for engagement.

1. Putting the issue on the agenda

If an organisation wishes to work on diversity and inclusion, it must start with awareness that the problem exists. However, it is not enough just to put the issue on the agenda. A long-term, systematic strategy is needed (“an understanding that things won’t happen overnight”). That may be based on an analysis of the potential benefits of diversity and inclusion. For example, one respondent believes that if different backgrounds and perspectives were valued more highly, it would make many organisations grow (in quality as well as quantity). Some respondents point out that the work must start from within, i.e. through leading by example, and that the organisation must be inclusive before trying to achieve diversity.

An important measure could be to analyse what scares people away. The first step might be to examine which members are the most normative in the group (for example, on a board) and address the tendency to like/welcome/choose people who are similar to oneself.

A method that was highlighted by several respondents was to work together with other organisations, to be inspired by those who have already started to take successful measures to promote inclusion or those who represent groups that are underrepresented in their own organisation.

Increasing diversity can be a really hard endeavour for an organisation. However, I think firstly and most importantly they must not discriminate based on any diversity factors. If an organisation (which does not discriminate) wants to increase their diversity, it has to be a very focused effort. Often the best solution will be to contact organisations which already cater to the group you are trying to incorporate. Then you need to hold events they would like to come to and slowly you can integrate them into your organisation.

In addition to learning from how other organisations have worked on the issue, the need for internal training in the organisation is also highlighted. Alongside educating the entire organisation on critical thinking about norms and structures, there is emphasis on the importance of actively working on various development programmes around the issues that the organisation or a consulted third party has identified as the issues that it needs to address in order to become more inclusive. It is important to be able to discuss openly how discriminatory societal structures affect the organisation.

Educating the organisation on gendered issues, as well as indigenous and minority struggles, is important to create common grounds of understanding for the various struggles we face in our political battles.

2. Adopting a code of conduct

Another aspect of measures for inclusion concerns policy and organisational culture.

Making sure that there is a code of conduct in which it is written how the organisation views diversity as a way of strengthening the organisation and puts policies in place to ensure the local leaders are familiar with those initiatives.

That aspect also includes policies against discrimination and harassment, procedures to follow if such behaviour is discovered or reported, as well as policies regarding representation in decision-making groups and, if relevant, paid assignments. It is about “actively noticing their own biases and working against them”, as one respondent put it, and “having clear rules on what to do in case of any kind of harassment”.

Some organisations have set requirements for approximate gender balance in elected steering groups and committees, while others have developed diversity, equity and inclusion (DEI) guidelines for all levels of the organisation. Being aware of how minorities are represented in leadership positions can have an impact further down the line, as well as influence how new members from underrepresented groups are attracted to the organisation. Some mention leadership schemes as a way to disrupt existing structures, while others propose affirmative actions in day-to-day organisational life.

Several respondents argue that the challenges around gender and other categories may differ, as well as how the organisation can address them.

Regarding gender equality, there are already rules in this country that you have to have a certain gender diversity, so the organisation already follows them and has at least two women or two men on a board of five people at each time. Regarding general diversity (lgbtia+, racial etc.), the organisation needs to make it clear that it’s open to everyone interested in the subject, regardless of other factors.

3. Creating a safe space and a culture of openness to different views

One of the aspects highlighted by most respondents concerns organisational culture, perhaps involving working from the inside out, for the organisation to “make it clear that it’s open to everyone”.

Diversity in an organisation (or lack thereof) often lies in the culture. It is difficult to mention specific actions other than to have an open-door policy for everyone, be curious and welcome everyone. It also means trying out new approaches and new ideas rather than always keeping the same ideas in place.

And another view of the matter:

Acknowledge the strength that comes from diversity of perspectives. I do in fact believe there is a slight difference between the average man and the average woman’s personality and mindset (one more practical, the other more emotional for instance), but that both perspectives can be equally important for an organisations’ success. The same goes for different nationalities etc.

Part of this is about cultivating an inclusive meeting culture, for example by including members in decision-making and procedures, having open board meetings, using inclusive forms of address during meetings, as well as such factors as a non-exclusive use of language in internal communication (e.g. avoiding abbreviations and jargon). However, it is also about ensuring that all members feel that there is a safe environment where they can express varying opinions, ideas and ways of looking at the world.

Being aware and transparent about the issues. Making sure that people can express concerns and complaints in a safe space. Taking the claims seriously. Making sure that the people who are affected are part of changing the environment for the better.

One suggestion is to have a working group in the organisation that works specifically on inclusion and diversity. Another observation is that inclusion may sometimes require different groups within the organisation – based, for example, on gender or ethnic minorities – to be given the opportunity to have their own forums to discuss issues based on their perspectives and experiences.

To increase diversity, I think it’s important to create a safe space for everyone … I also believe that creating separate rooms and forums for different groups can be important, because of how important it is to be able to discuss the issues you are facing with groups that understand your own struggles. I think many (and especially environmental) organisations are so hung up on creating a broad movement that we forget or even turn a blind eye to the fact that majority and minority groups face completely different struggles. We often avoid discussing those topics because we don’t want to upset any group and drive them away from the movement. Sadly, I do believe that makes a lot of minority people refrain from joining the movement, as they do not see it as a safe space for them.

4. Working on recruitment and outreach

A pivotal aspect of an organisation’s work on diversity naturally concerns recruitment of new members or candidates for tasks within the organisation. Some respondents suggest measures like headhunting or partnering with other organisations where there are members from groups that do not resemble a majority of the existing member base. It is an obvious advantage if the organisation has analysed which obstacles there are for newcomers and endeavours to understand better the underrepresented groups and the reasons for not joining.

Recruit where minority groups are.
Talk with minority groups about the issues that concern them and realise that all engagement is part of the same cause for a more fair world, regardless of whether that engagement is expressed through anti-racism, feminism, climate action etc.

Some of the respondents point to the importance of organising a range of different activities in various locations in order to attract a wider range of people who may be interested in different aspects of the issues the organisation works with. It may also be helpful to think through the use of language and which symbols the organisation uses in its communications. Representation in the organisation’s decision-making groups and the people visible in outward-facing work may also affect identification.

In many ways, membership recruitment goes hand in hand with the design of campaigns for the issues that the organisation pursues. It is important to be open to organising activities that attract new target groups, to engage members in smaller communities or in places where the established members do not live. In that case, it may be important to use inclusive language that avoids jargon and to design activities so that they are accessible. If there are members who speak minority languages, it is important to use them. More communication could be in English.

Sometimes it may simply be important for the organisation to be visible in more arenas and channels.

As an immigrant myself, I was unfamiliar with this type of civil society and didn’t know of the possibility to be active and engaged, so just being visible to a broader section of the population is really important.

An apt comment concerns the fact that it would be much easier if society were not so segregated.

5. Lowering the thresholds for engagement

There are also various proposals that may remove unnecessary obstacles to getting involved. The following two quotes can serve as examples of that.

Travel reimbursements, visits and outreach in underprivileged schools, accessibility and anti-discrimination action plan for events, trainings, anti-discrimination code of conduct, [including special] needs on [registration] forms for events.

In other words:

Strategic approaches to recruiting. Eliminating barriers to participation, such as finances, language, access to information and accessibility. Being conscious about promoting a diverse culture.

In addition to hurdles including financial, linguistic and physical barriers, some of the respondents focus on the demands placed on those they want to recruit.

Lower the thresholds to get involved by easing up on the requirements. The focus should be on the individual’s passion for the task and not their previous skills.

Sometimes a certain skill is highly relevant, but it can easily become a requirement profile that in itself creates obstacles to diversity in recruitment. If there are procedures for learning within organisations, the skills or knowledge that are already present in the organisation do not necessarily need to be a requirement for new members as well.