Why fairness is not enough

Better understanding diversity in organizations

Diversity encompasses many dimensions. Gender, age, ethnic origin, sexual orientation, religion as well as physical and mental abilities. Socially favored groups exist in all of these areas: Men over women and diverse people, able-bodied people over people with disabilities, majorities over minorities, heterosexuals over queer people – and so on. This systematic favoritism creates power imbalances and ensures that what is “normal” usually corresponds to the privileged groups.

Even if these categories are socially constructed, they are constantly reproduced by social and organizational structures. Without a conscious questioning of these power relations, structural inequality persists, often invisibly, but nevertheless effectively. This is a particular challenge for professionals in the field of diversity: although they often provide the impetus for change, they do not always have the necessary decision-making power. Their influence depends heavily on their position, resources and support within the organization. For real change to succeed, support is needed above all from top management and from those managers who make key personnel decisions.

Resistance to diversity – a reality in organizations

Even with careful planning and good intentions, resistance to diversity in companies is not uncommon. It can be directed against the presence of certain people as well as against specific diversity measures. Sometimes the resistance is overt – through direct rejection, for example. More often, however, it is subtle: through ignorance, passive behaviour or unconscious barriers at an individual and organizational level. Managers must be prepared for such dynamics and find ways to deal with them constructively. Only then can the potential of diversity really be exploited. But how do you even recognize resistance?

Overt forms are usually easy to recognize and can be addressed through clear rules and training on anti-discrimination or inclusive leadership. Hidden patterns are more difficult: for example, when discrimination is silently accepted, when certain colleagues are socially excluded or when mentoring benefits male group members in particular. One example: male managers often avoid mentoring women and diverse individuals. This happens out of fear of misunderstandings or because they see their career goals as uncertain. Such assumptions specifically hinder the professional development of women, especially in male-dominated industries. Studies show: Men are significantly more likely to have access to high-level mentors – which opens up better career opportunities for them. Structural resistance should therefore not be underestimated.

Intersectionality: Who is overlooked?

Researcher Ludmila N. Praslova points out that many organizations think of inclusion “step by step”: first gender, then ethnicity, then sexual orientation. But people often combine several characteristics. What about an older, black person with a disability? Or an indigenous, autistic person? When diversity is treated one-dimensionally, many people fall through the cracks.

An intersectional approach takes into account that discrimination is not additive, but intertwined and is particularly severe where several disadvantages overlap. Praslova therefore advocates questioning external expectations such as “professional appearance” and paying more attention to actual performance. If an autistic colleague exceeds sales targets with a brilliant email campaign, she should not be rated lower just because she did not make any phone calls. Managers who rely on digital, asynchronous tools also often achieve better results than with traditional meetings. Performance appraisals should therefore be based on objective results, not on vague notions of “fit” or “potential”, which are often distorted by biases.

When prejudices remain invisible

Unconscious thought patterns, so-called “unconscious bias”, influence how we perceive and treat other people. These prejudices arise from our socialization and are particularly prevalent when decisions have to be made under uncertainty. Reflection is the first step towards change: those who recognize their own prejudices can be more aware of discrimination in everyday life and actively counteract it. This applies to managers and colleagues alike. An inclusive corporate culture begins with honest self-reflection and the courage to recognize one’s own blind spots.

A particularly widespread case of unconscious bias is gender bias – i.e. the preference for one gender, usually men over women or various people. Women are less likely to be perceived as competent, their achievements are overlooked or devalued, while men are automatically assumed to be more competent. Such attitudes also have an impact on business decisions and stand in the way of equality and fair opportunities in professional life.

“Chefsache” checklist: What organizations can do concretely

  • Analyze structures: Check existing processes (e.g. recruitment, promotion, performance appraisal) for possible disadvantages or preferential treatment of certain groups.
  • Make norms visible: Reflect on who is considered the “normal case” in the company and which groups are overlooked or excluded as a result.
  • Actively shaping culture: Not just celebrating diversity, but specifically promoting an inclusive corporate culture in which differences are valued and encouraged.
  • Intersectional thinking: thinking about forms of discrimination such as gender, origin or disability together instead of treating them in isolation.
  • Tackle unconscious bias: Provide training on unconscious bias while introducing structural measures such as standardized selection procedures.
  • Strengthen inclusive leadership: Sensitize managers at all levels to diversity and provide them with tools for inclusive team leadership.
  • Involve those affected: Actively involving people with different backgrounds in the development and implementation of measures – not just designing for them, but with them.

Diversity needs a strategy

Diversity is not a short-term project or a nice extra measure. It is a long-term strategic process that affects the entire organization. For a diversity strategy to be effective, it needs the same standards as any other corporate strategy: clear objectives, sufficient resources, involvement of all levels and an open corporate culture.

The question of “why” is also important: Why are we focusing on diversity? What vision are we pursuing with it? Depending on where an organization stands, different investments in time, budget and human resources are required. Instead of taking measures at random, companies should set clear priorities. Bringing diversity into the company is the first step. Anchoring it sustainably requires clarity, good leadership and strategic thinking.


List of sources
  • Buetow, S. (2019). Apophenia, unconscious bias, and reflexivity in nursing qualitative research. International Journal of Nursing Studies, 89, 8-13.
  • Como, D. H., Floríndez, L. I., Tran, C. F., Cermak, S. A., & Stein Duker, L. I. (2019). Examining unconscious bias embedded in provider language. Nursing & Health Sciences, 22, 197-204.
  • Fitzgerald, C., & Hurst, S. (2017). Implicit bias in healthcare professionals: A systematic review. BMC Medical Ethics, 18(19).
  • Mensi-Klarbach, H., & Risberg, A. (Eds.). (2019). Diversity in Organizations: Concepts and Practices.Bloomsbury Publishing.
  • Praslova, L. N. (2023). An Intersectional Approach to Inclusion at Work.
  • Unconscious Bias Checklist: www.chefsache.de
  • Images: Canva