Trigger warning - summary of the episode

First, they discuss the hypothesis “Diversity increases complexity and reduces efficiency”. Dr. Annegret Saxe emphasizes that first of all, diversity helps companies stay in touch with reality. This is particularly owing to the fact that in diverse teams, challenges and problems are viewed from a variety of perspectives, which leaves more room for discussion. Yet in the short term, it also increases complexity and requires more time. However, it is worth noting that in the long term, this short-term increase in effort results in more sustainable and viable decisions. In this case, diversity means that decisions are supported by a larger number of people and that risks are minimized, which benefits efficiency in the long run.  

The podcast guests then comment on the hypothesis “Diversity demands too much of managers”. The thesis raises the question of whether managers are responsible for diversity, as it is rarely a relevant factor in selection processes. In addition, managers can only act within the framework and structures provided by the organization. Whether diversity is a dimension that can be learned by managers is also open to debate. According to Dr. Annegret Saxe, it is essential that managers first of all pick up on the topic and the associated challenges. Their main task is to make their own team successful. When diversity comes up as an additional task, managers have difficulties fitting it into their tight schedules. In today’s society, dealing with diversity as an essential and complex topic should not be overwhelming, but certainly challenging. Training, open communication, feedback and a certain degree of serenity are essential to counteract excessive demands.  

The third hypothesis “Affirmative action is also discrimination” confronts the speakers with the question of whether the promotion of underrepresented groups puts represented groups at a disadvantage. In this context, the controversial issue of women’s quota serves as an example, and it is emphasized that decisions in organizations are always made in the light of limited resources. It is impossible to make decisions that meet the personal interests of every member of the organization, and diversity should not aspire to make decision-making processes “painless”. For example, taking diversity into account when hiring employees can certainly bring disappointment. In recruitment processes, it is important that decisions are never made on the basis of just one criterion, but that a range of characteristics are taken into account. Diversity is ultimately a construct that consists of various dimensions.  

Finally, the speakers address the hypothesis “Companies should be neutral in their communication with regard to diversity”. More and more companies are adopting a certain attitude that not only makes sense in terms of social responsibility, but also from a business perspective. For example, making one’s presence felt and showing respect for diversity are essential when it comes to current problems such as the shortage of skilled workers. Why is that? First, it is impossible to do without certain groups, and second, in terms of employer attractiveness, potential applicants require companies to take a stand.  

At the end of the discussion, the speakers summarize that it is too early to demand perfection in dealing with diversity. It is the journey that matters, especially in the light of different perspectives on the topic.