I agree it's not that clear outside hypotheticals. (I believe way too many variables are involved for things to be so clear and neat in reality, as I mentioned in post #50.)
Are there any situations or scenarios in which you see yourself trying to cause or contribute to the kind of growth you're talking about, or do you prefer not to get involved in that specific way?
I try to help everyone around me grow, to be honest, but my approach is very low-key/subtle. I'm about as far from preachy as you'll get.
I certainly agree that acting and talking in certain ways and trying to forcibly change someone's thinking doesn't mean their thinking will change. I think it can be a complex issue to figure out how to set some limits in a given environment where the limits may not change someone's thinking but still need to be enforced to maintain a baseline of a specific atmosphere—such as professionalism in an academic setting, a welcoming climate in a club, civility in a diverse environment, etc.
I think mostly that baseline should be around behaviour, rather than thought. We commonly treat the two as the same now, I would say.
If you don't mind elaborating on the examples you listed, I'm curious to know more about how such things manifest in the HR department at your work, the social functions, email signatures, diversity training, etc. For example, at what point would you say that such things go beyond a reasonable or necessary management and shaping of a specific work environment's atmosphere and ethos and into the territory of excessive monitoring or compulsion?
I think we're just slightly missing each other on this. Most of the things the HR department is pushing, and our company 'promotes' are well and truly already things I'm supportive of. Having some half-assed rollout of boilerplate HR material promoting gender and racial diversity, and then forcing everyone to sit through it to get a ticked box offends me (mildly...miffs me perhaps) on many levels. As an example;
1) The teacher in me thinks any 'training' not coupled with some level of training needs analysis or training outcome assessment is bollocks.
2) The cynical consultant in me figures this is a good way to avoid future litigation issues, rather than an opportunity to train anyway.
3) The manager in me wonders how these programs are coupled with hiring policy. At no time have I been told to hire anyone other than the best person for the job, and at no time have I have been told to promote anyone but the best person for the job, both of which are good (I guess) but that being the case, but what is the point here?
4) The Australian government is now forcing release of gender pay figures for companies above a certain size (the one I work for included). There is no nuance with that, it's a single wage figure for men, and a single one for women. Nothing about equal pay for equal work, nothing about promotion of better opportunities, etc. Just everyone for one gender reduced to a single number, and everyone for the other gender reduced to the other. Meanwhile we'll get told that people are whatever gender they wish to be, and should be identified by whatever pronoun they wish, and we should have that as part of our email signature.
5) There is no measurement or recognition of increased diversity in teams. My team has both substantially increased female representation, and increased racial and sexuality diversity (at least to public appearances). Two people have been promoted out of my team to team leader/management positions, both female, and another 2 to senior operational roles (one male and one female).
So...do I think a team of diverse individuals is best, and that there is scope (within my industry at least) to better take advantage of female talent available? Yep, I have for as long as I've been in the industry.
Do any of our half-assed 'Women at work' lunches, rainbox flags on our sigs, pronoun identification, government mandated expressions of gender-based 'pay gaps' or diversity training help? No. At best it's a nothingburger. At worst, it can be divisive I think.
But hey, it lets us avoid litigation, and gives our HR team something that is 'clearly' making the world a better place, but should never be properly planed based on need, nor measured based on outcome. So there's that.
I can see where you're coming from. Thanks for elaborating!
I didn't take your comment to be an implication that any group had more or less value than others, especially since I know you well enough to know that's not how you see things. I was just interested in reading further thoughts from you.
Yup, all good. Just trying to be clear. My words could have been read either way, so sometimes I'm just trying to be clearer for those who don't know me.
Oooh...and for any reading on, I'm aware I said 'I'm as far from preachy as you can get' and then I went off on a rant about HR actions and policies...lol
I figure this is a safe space to vent.