Snéha Khilay Blog

For the past 22 years Sneha has been advising leaders on strategic and operational approaches to problem solving, exploring the changing stance on cultural diversity, equality and implicit biases. She focuses on creating a better understanding especially in relation to language, behaviour, attitudes/expectations, incorporating the philosophy of 'respect and dignity'.

Valued, Respected and Included?

I am noticing, in my interactions with a number of organisations, that both managers and leaders are referring to the concept of Conscious Inclusion. Having pondered the use of this term, I have asked myself whether this might be a revamped version of unconscious bias. There is however, I believe, a difference between the two. 

Unconscious biases can lead to overt and subtle unintentional discrimination, or usually negative perceptions about an individual or groups. These biases are shaped by personal experiences, societal norms, and cultural influences. Conscious inclusion, in its ideal state, refers to an active effort to create an environment where all individuals feel valued, respected, and included. 

Exploring a different pattern of behaviour

I am aware however that reservations about the idea of Conscious Inclusion exist, as it seems to imply that colleagues are being put under undue pressure to conform to a certain standard of behaviour (eg ‘stop saying this’, ‘don’t be biased’) and having to be deliberately and (painstakingly) conscientious in being inclusive.  This in turn may trigger resistance, defiance and other expressions of discomfort against being inclusive, irrespective of its benefits.

Conscious Inclusion is therefore about ensuring that everyone, irrespective of their background, is provided with equal opportunities to thrive. The focus is more on inclusive behaviours and practices rather than simply addressing the avoidance of biases, and this requires a considered move away from passive awareness to proactive inclusion. So, it sounds effective in theory but how is it managed in practice? 

In the ever-changing arena of inclusive practices, I personally advocate against using buzz words, instead I prefer to focus on proactively creating an environment that has good, evidence-based measures of effective practices. 

Some time back, I provided coaching to a senior member of staff in a charity. She talked at length and with pain, about how although some of her managers regularly talked about the value of conscious inclusion, professing egalitarian values, when in reality the same managers would interrupt her frequently, were dismissive towards her and took credit for her ideas and contributions. 

She tried to manage these behaviours but was labelled as being too sensitive and paranoid. In effect not only was she excluded, but she was also berated for raising concerns about her experiences. It became a double-edged and biased interaction, where her voice and positive contributions were restricted by the behaviours of her managers.  This may have been because she is a woman and in the minority, but also perhaps the subconscious need for her managers to maintain affinity bias amongst male colleagues. 

Taking action

So in order to address these challenges, I would suggest that there is value in creating a culture of inclusivity through two processes, both which are action-oriented as opposed to concept-led. The first process is threefold:  

1. Reflect – to take a considered critique of one’s own biases and prejudices by asking the question ‘would I engage differently if the person was of a different race, gender, status etc?’, 
    
2. Speak Out – a willingness to stand up for fairness, and 
    
3. Authenticate - being proactive in correcting systems to create a more inclusive organisation. For example, some organisations are asking managers to focus on diversity and inclusion related objectives as part of their appraisals. 

The second process is about creating a culture of micro-inclusions and micro-affirmations, promoting inclusive behaviours:

• Evaluating Team Dynamics. Observing and taking note of who is talking, who is being listened to, how work is allocated, who is acknowledged and supported in their growth and development… as well as who is not. Engaging with the team to understand how everyone is included and how they would want to be included. Considering how the reflectors/introverts are supported and the language patterns used to describe people. And acknowledging the experiences of those in the minority when compared with those in the majority.
• Creating a safe space to give and receive feedback specifically in relation to inclusive practices. Managing expectations/opportunities and sharing vulnerabilities.
• Sharing ideas and experiences of struggles. Offering tips and suggestions. Creating a team ethos that everyone is able to contribute to and join in with. 
• Inviting contributions from junior staff and/or colleagues who are engaging remotely. Acknowledging contributions and managing interruptions. Highlighting contributions and acts of kindness. Creating a culture where each member is able to share their contribution to the team’s progress and recognise another team member’s contribution. (Note: this will need to be done with sensitivity and clear guidelines.)

Cultural Gear Change

There is great value in moving away from a blaming, shaming and naming culture and instead focussing on being inclusive to create an environment of action-based micro-inclusions and micro-affirmations. Harvard Business Review in their research article ‘The Power of Small Acts of Inclusion’ ⁽¹⁾ highlighted that micro-inclusions boost a sense of trust and belonging. There were also reports of an increase in employees’ commitment to the organisation and an increase in self confidence in doing the job well. So by focusing on the positive and building on strengths we can all create an inclusive culture without the need to necessarily be conscious or deliberate.

Snéha Khilay
Blue Tulip Consultancy

1.  https://hbr.org/2024/12/the-power-of-small-acts-of-inclusion

If you would like to explore this subject further our May 2025 online workshop will focus on 'Leading With Curiosity And Courage: Developing A Culture Of Conscious Inclusion'. Find out more here.