OTRS : Uncovering The Benefits of Workplace Diversity

Productivity, creativity, profit, motivation, reputation - diversity in the workplace seems to be a real bonanza for companies, and its benefits are undisputed. It sounds pretty simple at first, doesn't it? We just mix as many attributes as possible and have a heterogeneous team.

But we know that diversified staffs also have a high potential for conflict. That's not surprising when you consider that an increasing number of perspectives, views and experiences complicates the decision-making process and coordination in groups.

So how can we deal with these 'differences' so that we can actually get the most out of them?

First, it seems important to be clear about what dimensions diversity has and to understand that the roots of the concept lie in the protest movement against racial discrimination.However, we are now no longer talking only about the obvious, usually immediately recognizable differences, such as age, gender, ethnicity or nationality. Rather, psychological diversity, i.e., differences in values, attitudes and convictions, is the one that only becomes 'visible' in communication and can thus directly lead not only to advantages but also to disruptions in cooperation. Perceived diversity, as opposed to actual diversity, also makes an important contribution. Stereotypes and prejudices in particular come into play here.

The fact that these are much more important than the frequently observed symptoms, such as poor working relationships, is often overlooked. But if you really want to benefit from diversity, it is essential to get to the bottom of precisely those symptoms and conduct root cause research in order to implement suitable interventions.

Ultimately, this is also the answer to the question of why we actually need diversity management. After all, it is not quite so simple to use the advantages of diverse teams; instead, it is a matter of design and support so that the benefits prevail.

And, this is where the wheat is separated from the chaff. I have often asked myself whether companies actually recognize the advantages of (I like to call them old-fashioned.) heterogeneous teams and therefore consciously design them that way or actively work on them in order to ensure more diversity? Or is it external circumstances that lead to the fact that we are confronted with more diversity, e.g. through different socializations in a society, more internationality, and last but not least, a lack of skilled workers?

If you are really serious about it, you cannot avoid differentiated diversity management and will be rewarded in the end with the benefits from the constructive interaction of diversity.

Therefore, it is not enough to simply ensure compliance with legal requirements, even if this is done in writing. Quota regulations also end where the real problems begin. While this prevents various forms of discrimination, especially in the selection of employees, we are still far from benefiting from it.