16 August, 2024 / Dr. Sharon G.E. Washington Ed.D., MPH
In my work with healthcare institutions, government agencies, and corporate organizations, I’ve seen firsthand how ineffective or even harmful consultation can stifle or derail Diversity, Equity, Inclusion, and Antiracism (DEIA) progress. Many organizations are deeply committed to advancing DEIA work, but the success of these initiatives often depends on the quality and depth of the consultation they receive. Unfortunately, not all DEI consultants are equipped to meet the unique and complex needs of healthcare and social service-related industries, leading to missed opportunities, frustration, and even regression.
Below are 5 key reasons why your DEI consultant might not be working effectively:
1. The Content is Too Basic
One of the most common issues I encounter is DEI content that is too basic. For people of color and others who are already socialized to be aware of these issues, basic content can feel like a missed opportunity to advance the dialogue and address the real issues affecting their workplace relationships. It can also force these individuals into the position of having to teach or overshare their lived experiences, which can be traumatic and exhausting, especially when their peers are not equipped to handle this insight respectfully.
In the last 5-10 years, many organizations have gained traction in DEI by focusing on integrating unconscious bias training. This has become particularly prevalent in the healthcare sector, where states like California have mandated unconscious bias training for professionals working in obstetrics in response to the maternal mortality crisis among Black women and other women of color. While unconscious bias training has served as a valuable stepping stone, it often represents the starting point rather than the ultimate solution.
Many organizations struggle to take the increased awareness of unconscious bias and:
1. Reach those who fundamentally disagree that they have bias: Without strategies to engage skeptics or resisters, these individuals may dismiss or undermine the training altogether.
2. Move people from awareness to behavior change: Awareness alone does not automatically lead to changes in behavior. Organizations need to implement strategies that translate this awareness into actionable steps.
3. Institute policies, protocols, and interventions to interrupt bias: Simply identifying bias is insufficient. Effective DEI work requires establishing concrete policies and practices to mitigate its impact, alongside metrics for tracking their effectiveness in the workplace.
4. Create mechanisms of accountability and transparency: To ensure long-term change, organizations must establish systems that hold individuals accountable for their actions and promote transparency in DEI efforts.
When DEI training is too basic, it also provides ammunition for those who are resistant to change. These individuals may leverage their exposure to basic concepts to debate definitions, derail dialogue, or even position themselves as knowledgeable enough to gaslight the work. This can manifest as dismissing or undermining the importance of DEI initiatives, using familiar terms to deflect from meaningful discussions, or co-opting the language of DEI to maintain the status quo. Additionally, this basic approach can alienate allies who have invested time in self-education and are eager to see substantive change. Repeated exposure to overly simplistic content can cause even the most committed individuals to withdraw from DEI initiatives, viewing them as ineffective and a waste of time and energy.
Unconscious bias training has been a useful entry point for many organizations to begin introducing DEI concepts. However, it is just the beginning—not the destination. To create real, lasting change, organizations must move beyond basic awareness to comprehensive strategies that drive behavior change, establish robust policies, and build mechanisms for accountability.
2. Focusing Only on Belonging and Inclusion
Another pitfall is consultants who focus primarily on belonging, inclusion, and celebrating diversity without addressing the systemic changes needed to truly advance equity or antiracism. While relational development, employee recognition and acknowledgement are important, many institutions also need protocol and systems changes that eliminate inequities and harms affecting patients, learners, and marginalized faculty. Further, gaps in representation at all levels of the organization and in pay often need to be balanced.
When belonging initiatives are prioritized while systemic inequities persist, these efforts can seem disingenuous. It's challenging for individuals to feel they belong in a system that continues to treat them unfairly. Without addressing the root causes of exclusion and harm, initiatives to foster belonging may fail and exacerbate feelings of alienation and distrust among marginalized groups.
3. Lack of Leadership Buy-In
One of the most critical factors in the success of DEI initiatives is securing substantial buy-in from leadership. It’s not uncommon for a single strong advocate within an organization to champion DEI efforts, securing the necessary funding and engaging outside consultants. However, when this advocate stands alone, without the substantive investment and support of other senior leaders, faculty, or peers, the initiative is unlikely to gain the momentum needed to drive real change. Without widespread commitment, DEI efforts struggle to penetrate the threshold of resistance or complacency that often exists within organizations. The absence of collective leadership buy-in can result in initiatives that are under-resourced, under-prioritized, and ultimately ineffective. For DEI work to truly transform an organization, it must be embraced not just by a single advocate but by a coalition of leaders who are committed to institutionalizing the work and embedding it into the fabric of the organization.
4. Inability to Provide Honest, Direct, and Critical Feedback
DEI work often challenges deeply held beliefs and practices, which can evoke defensiveness, especially when feedback comes from consultants who hold marginalized identities. Consultants who avoid honest assessments due to fear of damaging relationships or facing backlash cannot advance DEI initiatives meaningfully. This lack of candor can erode trust and check the DEI box without creating sustainable change, potentially exacerbating the marginalization of BIPOC team members.
In my own experience as a DEIA consultant, navigating the complexities of organizational change is not without its challenges. I have faced hostility from organizational leaders, who at times have reacted defensively or even aggressively when confronted with the uncomfortable truths that are essential for growth. This resistance can manifest in various ways, from subtle dismissals to overt acts of disrespect. In some cases, I’ve had to make the difficult decision to part ways with clients whose behavior and lack of commitment made it clear that they were not ready to engage meaningfully in the DEIA process.
To mitigate these challenges and protect both myself and the integrity of the work, I invest significant time in preparing clients to receive feedback. This preparation goes beyond the typical client-consultant relationship; it involves setting clear expectations, building a foundation of trust, and ensuring that there is a shared understanding of the goals and potential difficulties of the DEIA journey. This groundwork is crucial because it establishes a safe space for open, honest, and sometimes difficult conversations. My priority is to create an environment where the voices of marginalized team members can be amplified with full honesty and transparency, without fear of retribution or dismissal.
Part of my process involves assessing potential clients for their readiness to engage with this level of transparency and action. Not every organization is prepared to confront the deep-rooted issues that DEIA work often uncovers. Therefore, I take a measured approach, evaluating whether the leadership is genuinely committed to change or merely looking to check a box. This assessment helps me determine which clients are ready to move beyond surface-level initiatives and engage in the next level of DEIA action—initiatives that are transformative rather than performative.
Ultimately, my goal is to partner with organizations that are not just interested in DEIA as a concept but are truly committed to embedding these principles into the very fabric of their culture. This kind of commitment requires courage, openness, and a willingness to confront difficult realities—qualities that I help my clients cultivate as we work together to create more equitable and inclusive environments.
5. Lack of an Interdisciplinary Approach
Some DEI firms are led by HR professionals, others by tech professionals, medical doctors without DEI-related training, or mental health professionals without organizational change experience. While each perspective offers valuable insights, a lack of interdisciplinary expertise can lead to oversights, particularly in complex healthcare environments with unique dynamics and pressures.
In healthcare, DEIA roles often fall to BIPOC team members whose lived experiences may fuel their passion but don’t necessarily equip them to implement DEIA initiatives effectively. Similarly, an HR background may help shape policies but may lack the social justice elements essential for identifying and interrupting internal biases and interpersonal harms.
The Need for Expertise and Depth in DEIA Consulting
Effective DEIA work requires a nuanced, interdisciplinary approach that addresses both relational and systemic aspects of equity and inclusion. It requires consultants who are not only knowledgeable but also courageous enough to advocate for meaningful change, even when it’s uncomfortable. At Sharon Washington Consulting (SWC), we root our work in a deep understanding of the intersections of oppression and healthcare, drawing on diverse experiences and expertise to drive lasting change. By combining personal transformation with institutional shifts, we help organizations move beyond surface-level change to achieve true equity and inclusion.
If your DEI initiatives aren’t yielding the results you hoped for, it may be time to reassess the approach. DEIA work is complex, and it requires consultants who are not only skilled but also deeply committed to the transformative process. At SWC, we bring the expertise, experience, and authenticity needed to help your organization navigate this critical work with integrity and impact.
To continue this critical conversation and transform your organization’s approach to diversity, equity, and inclusion, consider partnering with Sharon Washington Consulting (SWC). At SWC, we offer a range of services designed to support organizations in their journey towards racial equity, including:
Racial Literacy Coaching: Gain a deeper understanding of the impact of racial dynamics within your organization and develop strategies to address and dismantle systemic inequities.
DEIA Strategy Development: Create comprehensive and sustainable diversity, equity, inclusion, and accessibility plans that align with your organization's goals and values.
Workshops and Training: Participate in customized workshops and training sessions that foster a culture of inclusivity and equip your team with the tools to navigate difficult conversations about race and privilege.
Consulting Services: Receive expert guidance on implementing effective DEIA initiatives and policies that promote a supportive and equitable workplace environment.
Take the next step toward fostering a more inclusive and equitable organization. Contact Sharon Washington Consulting today to explore how we can support you in advancing racial equity and creating lasting change within your organization. Schedule an appointment with Sharon Washington through the link below and embark on a transformative journey with us.
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