By Jenny Garrett,
friend of DiversiPro
Increasing the representation of diverse talent at senior levels in organisations
We are a leadership and coaching consultancy providing impactful development to support women and those from ethnically diverse backgrounds to progress at work, as well as enabling all leaders to create environments where everyone can thrive.
Is the “melting pot” ideal actually harming our progress toward true inclusion? A revealing statistic from Harvard Business Review highlights that fear of being different can stifle talent:
66% of employees who reported feeling pressure to mute aspects of their identities said it significantly undermined their sense of self.
This “minimisation trap,” as I call it, is a subtle yet pervasive phenomenon that can derail even the most well-intentioned DEI efforts.
As a coach with over two decades of experience in leadership, DEI, and coaching, I’ve witnessed the evolution of conversations around diversity and inclusion. And while we’ve made strides in acknowledging the importance of representation, there’s a hidden obstacle we need to address: minimisation.
Minimisation occurs when individuals downplay differences – be it race, gender, sexual orientation, socioeconomic background, age or any other dimension of identity or intersection of them – in an attempt to create a sense of commonality or avoid discomfort. It can manifest in seemingly innocuous statements like “we’re all the same” or “I don’t see colour,” but these well-meaning sentiments can inadvertently invalidate the lived experiences of underrepresented groups and perpetuate systemic inequalities.
My Own Journey with Minimisation
Early in my career, I unconsciously engaged in minimisation. Coming from a working-class background, I often felt the need to downplay my social class among colleagues from more privileged backgrounds. I straightened my hair to conform to the dominant aesthetic, subtly minimising my natural texture. These actions, though seemingly insignificant, were driven by a desire to fit in, to avoid being perceived as different or “other.”
The Dangers of Downplaying Differences
Over the years, I’ve come to realise that minimising differences, even with the best intentions, can be detrimental. It creates a false sense of unity that glosses over the real challenges and barriers faced by underrepresented groups. It prevents us from having honest conversations about power, privilege, and systemic inequities.
This concept, as highlighted in my recent conversation with DEI expert Hamlin Grange, stems from Dr. Milton Bennett’s Developmental Model of Intercultural Sensitivity. This model outlines different stages of intercultural development, with minimisation being a common stage where individuals focus on similarities to avoid the complexities of cultural differences.
Why Minimisation Matters Now More Than Ever
In today’s climate, where DEI initiatives are facing pushback and conversations about identity are becoming increasingly polarised, it’s crucial to acknowledge and address minimisation head-on. We see this playing out on the political stage, with rhetoric that actively seeks to erase the experiences of marginalised groups. For example, President Trumps inauguration speech reeked of minimisation, with pronouncements like:
“This week, I will also end the government policy of trying to socially engineer race and gender into every aspect of public and private life… We will forge a society that is color blind and merit-based. …”
This kind of rhetoric, with its insistence on a “colourblind” society and the erasure of gender diversity, is a blatant example of minimisation in action. It denies the lived realities of countless individuals and undermines the very foundation of DEI efforts. Furthermore, the Trump administration’s plans to dismantle “discriminatory programs,” including environmental justice grants and diversity training initiatives, further demonstrates a disregard for the systemic inequalities that persist in our society.
The High Cost of Minimisation
But the impact of minimisation goes beyond politics. In the workplace, it can lead to:
3 things you can say to counter minimisation effectively:
“While we share common ground as humans, it’s important to acknowledge that our individual experiences and backgrounds bring different perspectives and challenges.”
“Saying ‘we’re all the same’ can dismiss the very real inequalities and discrimination that people face. To create a truly fair and inclusive environment, we need to recognise and address those differences.”
“Instead of focusing on how we’re all the same, why don’t we celebrate the beautiful diversity that makes each of us unique and learn from each other’s experiences?”
Remember to adapt these statements to the specific situation and your audience.
Three Steps Leaders Can Take to Combat Minimisation
Beyond Minimisation: A Call to Action
Minimisation is a complex issue with deep roots in our social conditioning. Overcoming it requires conscious effort, self-awareness, and a commitment to continuous learning. To delve deeper into this topic and explore other key insights, I encourage you to watch my conversation with Hamlin Grange, where we also discuss:
You can find the full video here
Let’s move beyond minimisation and create a world where differences are not just tolerated but truly valued and celebrated.
Does this resonate? What strategies do you have to counter minimisation?