Stronger cultures allow for greater diversity

Writing about diversity seems like a small-upside, large-downside situation. That hesitation slows progress, creates tunnel-vision, and allows for continued misunderstanding.

With that, I’m going to share one recent attempt at understanding the relationship between culture + diversity. I genuinely hope it is helpful. Interpret generously.

Diversity in Degrees

Humans, thankfully, are extremely different. We’re different along many possible axes:

• Age

• Gender

• Opinions about Taylor Swift

• Orientation

• Culture of Upbringing

• Race

• Wealth

• Weight

• Location

• Language

• Origin

• Religion

• Preferences in Food

• Politics

• Height

• Any opinion, any physical measurement, any decision of appearance, etc.

My hypothesis here is that one of the core difficulties in grappling with this problem of diversity is that we rarely make a distinction about HOW different each other are. And the degree of difference is of core importance.

People who are opposites on EVERY axis are going to have a real challenge connecting with each other. Interactions are likely to be difficult and therefore uncomfortable for both people.

I’m going to use “comfortable” often because I think that’s the best description of two very different people who are genuinely trying to find a connection. It’s truly hard. And when something social is hard, it’s uncomfortable. This is how humans are wired and I think it is constructive to understand specifically how friction can arise when trying to overcome this challenge of creating more diverse organizations.

People who are completely identical on every axis are… twins? Idk, but they certainly would be comfortable. There would not be a struggle to understand each other and form some kind of connection.

Now, from these extreme examples, work closer to reality and throw out what doesn’t make sense.

Is it possible that anyone wants ZERO diversity in their life/organization?

Doubtful. It would mean no other humans at all.

Is it possible that anyone wants EXCLUSIVELY MAXIMUM diversity?

Also doubtful. Everyone would speak different languages and have no common perspectives or understanding. They’d be aliens. Gridlock would be an understatement.

So, we have to look at Diversity in Degrees.

Here is my mental tool for trying to understand diversity decisions, using math language (possibly incorrectly) which I’ll explain in a minute.

We seek diversity within one “Standard Deviation.” We become increasingly uncomfortable beyond that.

In other words: people like people different from them… just not TOO different. Everyone individually has their own point where they become uncomfortable, confused, or overwhelmed.

Maybe this becomes more clear in pictures. (Even though my handwriting is garbage:)

(Symmetry is super hard. Sorry about that.)

So, if everyone has one of these curves of some kind of shape, the question is to understand each person’s curve. Also, it should be clear that our curves shift over time. New experiences, new connections, new environments (or lack of them) all affect our “diversity comfort curves.”

To move this curve, people (and organizations) should strive to have experiences near the border of their Comfort Zone. Much beyond that, and you may slow the progress of the curve temporarily. Too far within it, and you won’t contribute to its growth.

Diversity and Sub-cultures

Now, what affects these curves? What can move them and how quickly? How can we establish where we are on them?

The common narrative is “Diversity creates a strong culture.” —  because a company or community has a diverse culture, it is a strong culture.

But what if this narrative gets the causality wrong?

Stronger cultures allow for greater diversity.

“Startup culture” can be a strong enough culture that creates some unity through common language, experience, and values, that it can more comfortably welcome people from different religions, backgrounds, or musical preferences. Militaries are an extreme example of a strong culture. As expected, Militaries can assimilate widely diverse recruits.

Strong cultures allow an organization to comfortably reach farther into diversity. The culture co-evolves with its new understanding of diversity, and the next time can reach farther. 

Diversity increases as it becomes comfortable. Organizations seek diversity within a comfortable degree. When they accomplish that, they seek more and more diversity. The stronger their culture, the more diversity they CAN assimilate, and the faster this can move.

To create a diverse culture, first create a strong culture. Then ride the edge of the comfort zone of the organization, and watch it move outward over time.