Addressing diversity and inclusion in a short-term project

Revision as of 10:37, 11 April 2023

Abstract

Diversity is a set of heterogeneities within a group. According to Cox (1994), diversity allows individuals in a group to "collectively share certain norms, values, or traditions that are different from those of other groups", whether they are rooted in diversity. Diversity makes each group unique and offers a new perspective.

The principles of diversity and inclusion, although often overlooked in project management, are crucial to project success. It is by respecting these principles that organizations create an inclusive working environment that can build on the strengths of all team members. Although this work of including diversity is a long-term process, we will show why it is important to do it for short-term projects and how to do it.

Due to time constraints, project managers must take these issues into account during the project planning phase. In the following article, we will give tools (…) to integrate these notions of diversity and inclusion in the planning phase. As regards the implementation phase of the project, the project managers must ensure the integration of all members (...)

In conclusion, addressing diversity and inclusion in short-term projects is essential for better results. By integrating these principles into the planning and implementation phases, project managers can create a more inclusive and equitable working environment that benefits everyone involved.

Theory

1. Definitions

a. Explain briefly diversity and inclusion.

- Define, Diversity and Inclusion.

- To what extent, diversity, and inclusion is an significant subject ? Why diversity and inclusion doesn't work today ?

b. Short-term project

- Define differences between short-term and long-term projects.

- Answer to these questions : How diversity management should differ between a short-term and a long-term project ? Explain that, because we are in a short term project, we are going to deal with diversity into the planning phase and during the execution phase.

Incorporating diversity and inclusion into the planning phase

Conducting a diversity and inclusion assessment

In order to incorporate diversity and inclusion in the planning phase of a project, a situation analysis should be carried out. According to ^[1], a comprehensive analysis should be carried out that takes into account both organisational practices and employee perceptions. The autors suggest the following procedure:

• 1. The objectives of the survey should be clearly established and aligned with the objectives of the project.
• 2. This is followed by data collection. It would be interesting to use a mixed-methods approach that combines qualitative data.

Examples: - Reviewing organisational policies and practices, for example by analysing official documents. - Conducting individual interviews with employees, including both open and closed questions on topics such as communication, collaboration, discrimination and prejudice. - Conducting surveys based on standardised questionnaires.

• 3. Then analyse the data: identify trends, observe disparities (such as differences in pay or promotion based on discriminatory criteria) and compare the results with industry norms.
• 4. Finally, recommendations can be developed to improve inclusion and diversity in the team.

This methodology, to be applied in the short-term project planning phase, is time-consuming and resource-intensive, which does not necessarily fit in with a short-term project. I therefore recommend using it only if you know that you are going to have a problem with inclusion and diversity in the project.

Establishing clear communication channels

We are in a short-term project, so time is limited. This can lead to rapid and informal communication, which can result in one or more team members being sidelined and create unease. One solution is to create clear communication channels upstream of the project. An interesting idea would be to include a channel responsible for ensuring that all team members are included, so that they are all heard. An important point to add is that communication should not be one-way, it is essential that all team members can communicate equally.

Example : A software development company had two months to produce a mobile application, aimed at a diverse audience. As mentioned earlier, the company decided to create clear communication channels upstream. In addition to scheduling regular meetings, the company created an online discussion forum for the project. By creating this forum, the company wanted to ensure that all perspectives were taken into account and that everyone could share information or ask questions about the project. The mobile application ended up being well suited to a diverse audience and even received positive feedback.

[2] Anderson, S. (2021). Incorporating Diversity and Inclusion in Short-Term Projects. Project Management Institute

Providing training and resources

It is important to provide training and resources to support inclusion and show the importance of diversity.

• Training can include diversity awareness, intercultural communication and understanding implicit prejudices
• Resources can be practical guides, checklists, and measurement tools.

It is important to adapt training and resources to the culture and needs of the company

Creating an inclusive environment during the execution phase

Assigning tasks and responsibilities based on strengths

• Tasks should be allocated according to the skills and strengths of each team member to maximise efficiency (source : "Incorporating Diversity and Inclusion into Project Management" by Ray W. Frohnhoefer, Jr., PMP, and Charles J. Carter, PMP, in Project Management Journal, vol. 49, no. 4, August 2018, pp. 31-44).
• There must also be freedom for everyone. Each member of the team must be able to bring his or her own perspective to the task at hand (source : "Diversity and Inclusion in the Workplace" by Catherine Mattiske in Journal of Management and Organization, vol. 24, no. 2, 2018, pp. 161-174).

Fostering a safe and inclusive environment for all team members

• Create a safe and inclusive work environment for all team members by establishing clear standards and policies of respect and tolerance (source: "The benefits of diversity and inclusion in the workplace" by Amelia Josephson in SmartAsset, 2021).
• Encourage open and honest communication between team members to foster an environment of trust (source: "10 strategies for promoting a diverse and inclusive workplace" by Lauren Dixon in Talent Economy, 2020).

Regular check-ins and monitoring progress

• Hold regular meetings to check on the progress of the project and identify any problems (source: "Project Management and Diversity: Exploring the Challenges and Opportunities" by Tracy Devonport and Sue Backhouse in Project Management Journal, vol. 45, no. 5, October/November 2014, pp. 27-39).
• Use key performance indicators (KPIs) to monitor project performance and ensure that all stakeholders are satisfied (source: "Diversity, inclusion and belonging: The critical success factors for effective global diversity and inclusion strategies" by Stephen Frost in The HR Director, 2018).

Challenges and risks

Conclusion

Summary of the importance of diversity and inclusion in short-term projects

The benefits of incorporating these principles into project management

References

• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition.
• Cox, T. H., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. Academy of Management Executive, 5(3), 45-56.
• Cox, T. H., & Blake, S. (1994). “Managing Diversity: A Complete Guide to Designing and Implementing Programs and Activities,” in Diversity in Work Teams: Research Paradigms for a Changing Workplace, eds. Cox, T. H. & Blake, S. (Washington, DC: American Psychological Association), 3-32.

1. ↑ Kochhar, S., Jitendra, S., & Clark, C. (2018). Assessing Diversity and Inclusion: A Guide for Organizational Excellence. Public Personnel Management, 47(1), 97-124.