Wiliama was recently hired as the Dean of Students and overseas all operations in the office of Student Life, which includes multiple functions related to student care, crisis response, leadership development, as well as campus programming and events. One of Wiliama’s first projects is to convene departmental leaders to proactively manage the unit’s climate related to issues of diversity, equity and inclusion.
At the first meeting, the department leaders assert that there is no history or documentation of climate issues within their unit and suggest that their energies are best spent addressing active conflicts related to other aspects of the organization. Wiliama contends that as an organization, they are not waiting for issues to arise to engage in training, dialogue and development related to issues of diversity, equity and inclusion. The group reaches an impasse as the department leaders are not willing to engage in work they do not see as urgent, and Wiliama is unable to compel them that his proposal is in alignment with the group’s espoused mission, vision and values.
Wiliama decides to take more time to meet with the leaders individually, hear their concerns and focus on how he can establish personal and meaningful connections between diversity, equity and inclusion education and leaders' own sense of purpose in the organization.
The team responds affirmatively to Wiliama’s individual campaigning. With time, Wiliama is able to broach the discussion of how to sustain ongoing and effective communication, education and progress with the large group of team leaders. Over the course of Wiliama’s first year, the team ultimately agrees to reorganize its budget to invest in practices that will realize and sustain the organization’s espoused commitment to inclusive excellence.
- The Issue: Wiliama advocates for a proactive approach to managing unit climate related to diversity, equity and inclusion. His initiation is challenged by departmental leaders as they assert that other matters are more pressing.
- The Deliberation: Wiliama challenges the thinking of his department leaders and offers a leadership frame that does not organize around crises, rather around organization mission and values. The team coalesces with Wiliama’s leadership and reorganizes resources to mobilize investments in communication and education.
- The Growth: Wiliama successfully leads a paradigm shift that transforms his team’s understanding of their leadership responsibility to issues of diversity, equity and inclusion.