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It is refreshing to see some professional services progression structures/career routes - brilliant! :-)

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It is refreshing to see some professional services progression structures/career routes - brilliant! :-)

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I have a question - in your survey to staff, did you specifically choose the questions to be affirmative? So you asked questions like how do you feel included rather than do you feel included? Do you think this generated more positive responses as opposed to fixating on things that need to be improved?

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I have a question - in your survey to staff, did you specifically choose the questions to be affirmative? So you asked questions like how do you feel included rather than do you feel included? Do you think this generated more positive responses as opposed to fixating on things that need to be improved?

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@helen and @imogen it would be great to hear some time in the future how you are getting on with your plans. 

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@helen and @imogen it would be great to hear some time in the future how you are getting on with your plans. 

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As people with lived and learned experience of the issues, we have had many first-hand encounters with initiatives to improve equity, diversity and inclusion in the research and innovation sector.

We know that responsibility to deliver change often falls disproportionately to staff belonging to marginalised groups. On one level, this makes sense-we have the experience and knowledge to know what needs to change, and the sense of purpose to make it happen.

But there are risks to getting involved in such initiatives: institutions often expect people from marginalised groups to provide the representation needed to make EDI initiatives credible and effective, without providing the recognition, resources or compensation to make such efforts accessible or sustainable. Even with the best intentions, many end up perpetuating the inequalities they seek to eliminate.
Striving for progress
From experience and conversations with colleagues, though, we have come across common themes and lessons on how to navigate the pitfalls as a marginalised individual striving for progress.

The first is to invest your energy wisely. We have found that the more experience we have of the barriers we are trying to remove, the more exhausting it can be to get involved. Trying to convince those who are uninterested in seeing the need or striving for change is a recipe for burnout. Being tasked with gathering evidence, data and feedback, only to see it dismissed or ignored, is heartbreaking. Trying to make change with those who share your passion and commitment is a different story.

We certainly want to contribute, but we face tough choices about where to deploy our time and energy. We prioritise initiatives that seek to change outcomes as well as outlooks. And for projects to succeed, everyone needs to play their part in contributing to change. Most importantly, leaders must drive progress.

It's okay to pass on a project, for any reason. You might not have the time, energy or interest. Depending on the opportunity, you might pass the mic or pass it back. Setting and maintaining boundaries is an important skill to hone. Finding projects full of inspiration and impact can take time. We've learned to spot several red flags that a project isn't going to do either.

If a project insists on collecting data before making interventions that have already been proven to improve outcomes, then it's offering distraction not disruption. If power to influence change isn't passed to the groups most affected, then it's offering saviourism not solutions. And if a strategy prioritises the comfort of majority groups over the safety of the most marginalised, then it's seeking to change the parameters of inequality, not deliver equality.

The second question is of values and vision. EDI issues are difficult to navigate, and there will always be different opinions on how best to achieve change. Different perspectives are vital to helping us figure out better solutions together.

What we must share with the people and projects we engage with are values and vision; driving for a fairer, more representative and inclusive environment to deliver better and more equal outcomes.

The business case for EDI is irrefutable. It delivers greater community, sustainability, impact and innovation. But we mustn't forget that it is also the right thing to do.

To succeed, EDI initiatives need authenticity. For this, they need leaders with a passion for justice and the ability to connect with and inspire their colleagues.

Third, build your network. Through working with affinity groups within our organisations, engaging in events and conferences, and taking on governance roles in professional organisations, we have connected with many like-minded individuals. It's important to have a community around you; to collaborate, to provide help, and to provide the inspiration, support and respite we need to make a success of the initiatives we are driving.

Finally, it's vital to find the joy that balances out the tougher parts of EDI work, be it within the work itself-planning events, redesigning processes and engaging with new groups-or outside, in family, friends and interests.
Having purpose
People whose work is driven by purpose are often tempted and encouraged to sacrifice their personal time to these initiatives.

Self-care is not selfish, and change is a marathon not a sprint. We must remind ourselves that we are most effective in delivering when we are healthy and well-rested. Our success will contribute to a culture where more people thrive.
Sapna Marwahais senior legal counsel at LifeArc. Annette Hayis senior research delivery support partner at Coventry University. Kieran Fenby-Hulseis a research fellow in the Centre for Culture and Creativity, Teesside University This article also appeared in Research Fortnight and a version appeared in Research Europe

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The pitfalls of striving for progress - Research Professional News

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As people with lived and learned experience of the issues, we have had many first-hand encounters with initiatives to improve equity, diversity and inclusion in the research and innovation sector. We know that responsibility to deliver change often falls disproportionately to staff belonging to marginalised groups.

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If the people who are impacted by EDI issues are the ones who have to fight to achieve equity, then they're the ones who are doing all the emotional labour. Allies need to do more.

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What are the systemic barriers and challenges that you have addressed or overcome as an EDI rep?

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What are the systemic barriers and challenges that you have addressed or overcome as an EDI rep?

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CU Systems that are restrictive (universe)
Are staff networks action groups or a means to bring colleagues together?

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we need to get the people at the very top to come to these type of events and engage 

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we need to get the people at the very top to come to these type of events and engage 

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How to balance being equitable and including diverse voices with being patronising or passive?

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Change has to start locally rather than just waiting for the organisation to direct it. If enough of that happens it will push the organisation to change

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"positive discrimination" is an unpleasant concept but it is often the only way, espeically in a 'white male stale' organisation.

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centres/ departments/ areas offering a safe space to discuss EDI in terms of experience and policy is so important. 

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centres/ departments/ areas offering a safe space to discuss EDI in terms of experience and policy is so important. 

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openness and awareness
being supportive with each other
having sessions like this one
staff networks and groups
Senior management buy in - for real, not just lip service

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.. we can find out what's happening? What actions are taken?
.. find the other voices that champion similar issues and know who to take these concerns to
.. being a champion and role model to colleagues
.. advocate for others and underrepresented groups (student voice)

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more staff need to lobby and challenge SMT to implement authentic change through policy but this requires a consensus amongst EDI groups which can be a challenge. 

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more staff need to lobby and challenge SMT to implement authentic change through policy but this requires a consensus amongst EDI groups which can be a challenge. 

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What is available for students is much more than what is available for staff

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time can be a barrier - if people are really busy you feel unable to raise things with them.

being understood by the person that you want to talk to - unknowledgeable not meaning to discriminate

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Do we as a university talk to new members of staff about EDI when they first start and then it never gets mentioned again - staff then get caught up in their roles and it takes a back seat.

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when you speak up as an under represented member of a group you do feel vulnerable and you risk your position 

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when you speak up as an under represented member of a group you do feel vulnerable and you risk your position 

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it's also about being strategic, you need to align campaign with business plan and KPIs 

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it's also about being strategic, you need to align campaign with business plan and KPIs 

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Always having the same converstions over and over again and nothing changes

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positive action is misunderstood as positive discrimination 

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positive action is misunderstood as positive discrimination 

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Very little support/guidelines/process available when tackling EDI issues.
Focusing on positive contributions/lessons .
New policies not always inclusive. Should be fed from bottom up.
Find support network with similar goals

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We fail at "if you can see it, be it" as an institution

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Ensure recruitment processes are in place to enable representation at the top levels.

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if there is no buy in from the top it just gets parked on the side and you talk about it for another few years. This is when the fatigue sets in, fatigue is in the non movement. 

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if there is no buy in from the top it just gets parked on the side and you talk about it for another few years. This is when the fatigue sets in, fatigue is in the non movement. 

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We have talking-about-diversity fatigue - we do a LOT of talking but nothing changes.
Wanting things to be different (which people absolutely do) doesn't actually change it.

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people care and what to something but there is having talking fatigue. 

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people care and what to something but there is having talking fatigue. 

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What are your tools and techniques for managing 'diversity fatigue*'?

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What are your tools and techniques for managing 'diversity fatigue*'?

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*Diversity fatigue was coined in the 1990s. It described the uphill struggle that equality, diversity and inclusion (EDI) professionals faced in trying to diversify their workplaces and create inclusive cultures

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What does representation ‘look like’ in terms of institutional culture and working practice? 

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What does representation ‘look like’ in terms of institutional culture and working practice? 

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How, as EDI reps, do we facilitate genuine change locally and across the organisation? 

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How, as EDI reps, do we facilitate genuine change locally and across the organisation? 

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What are the systemic barriers and challenges that you have addressed or overcome as an EDI rep? 

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What are the systemic barriers and challenges that you have addressed or overcome as an EDI rep? 

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How as leaders, managers and members of the EDI community are we working towards an inclusive culture within CU Group? 

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How as leaders, managers and members of the EDI community are we working towards an inclusive culture within CU Group? 