PAGE TURNER
by Madesh Samanu, Katelyn Bittinger, and Tony W. Cawthon
As work to improve diversity, equity, and inclusion (DEI) efforts in the workplace has grown in recent years (even if the underlying issues have existed for far longer), there has been pressure to move beyond generic discussions or superficial training. The conversations are becoming more frank, the questions more probing, and best practices more concrete. This progress is commendable, but it also means that there is a growing recognition that this training must be done correctly and by people that have the proper training and preparation.
Two recent books are among the resources that have emerged to help prepare those who aspire to be a diversity, equity, and inclusion trainer. The newer of the two, DEI Deconstructed: Your No-Nonsense Guide to Doing the Work and Doing It Right (2023), by Lily Zheng provides a critical lens on how DEI has been seen in the workplace and in society as a whole. Zheng, a DEI strategist and consultant, tasks readers to question themselves, the work they have done, and the work that remains to be done. Each of the three sections – Foundation, Pillars, and Toolbox – builds upon the other, and each chapter ends with key exercises. While this text can be broadly interpreted to apply to multiple organizational types, the theming of the book does sometimes fall within a corporate mindset. This being said, the lessons outlined in the text are easily applied to higher education spaces such as specific divisions or individual departments, teams, and offices.
Part One (Foundation) examines what most people think of when they hear about DEI work, calling out current thought processes behind the work and even the DEI industry itself, commenting on the industry’s need for longitudinal assessment, and defining how the work makes a difference – a situation in which many student affairs professionals may have found themselves. Zheng shifts to defining what diversity, equity, and inclusion even mean and takes on the task of redefining the concept in order to center outcomes – not simply vague promises or hopes – in the work. Finally, Zheng takes readers through a history lesson of DEI work and ends with a chapter on current practices.
Part Two (Pillars) dives into the roles of different staff and how they impact the ability to make a difference within DEI work and includes a deep analysis of power, identity, and the individual’s role in achieving impactful DEI outcomes. Zheng details how different categories of power are described and how we all have power in our current positions regardless of title or experience, as well as outlining how the structure, culture, and strategy of an organization have an impact on power and the ways to achieve DEI outcomes.
The author discourages the reader from seeing DEI work as a simple checklist or quick scenario and instead encourages the perspective that DEI work examines the systems in place and determines ways to decrease overall harm continuously. Zheng emphasizes the importance of knowing identities and understanding how intersectionality impacts individual experiences, calling upon the reader to find their role in DEI work. Everyone brings their own skill sets to their daily work, and these same skills can be brought into DEI efforts. Zheng also highlights the importance of a team and individual roles when tackling DEI outcomes, going into detail about each role on the team and how necessary each one is, from starting the initial work to creating policies and procedures to keep the work going. Earning the trust of stakeholders is also crucial, and varying levels of trust can affect how easily DEI work can be done.
The final section of the book (Toolbox) clarifies that intentionality must be expressed in actionable plans and solutions. Though there are many foundational, internal, and external issues that organizations should work on in order to impact DEI outcomes, individual efforts are also crucial. Zheng ends the section with questions for the reader: What work can they do, and what impact can they have in their own organization?
The author keeps the reader engaged throughout the entirety of the text by asking thought-provoking questions, infusing notes of humor, offering case studies and personal experiences, and challenging the status quo. The reflection questions, key takeaways, references, and resources provide space for practitioners to engage with the book and center their own organization. Though the focus is more on large-scale organizational DEI work, many topics can be applied to smaller teams, supervision, and interpersonal relationships. In fact, throughout the book Zheng emphasizes the role individuals have in creating systemic and lasting change.
In a time when DEI is being more and more scrutinized, Zheng pushes readers to start making changes toward equity by using positions, power, skill sets, and humility. Given the current climate and the national focus on DEI efforts on our campuses, this book is a must-read to help navigate the current situation in higher education.
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The second book provides a more step-by-step approach to developing skills as a DEI trainer and facilitator. Diversity, Equity & Inclusion for Trainers: Fostering DEI in the Workplace (2022) by Maria Morukian provides valuable history and information about DEI work, as well as anecdotes, examples, reflection questions and worksheets to support ongoing learning and development, and her personal experiences as a DEI trainer. Morukian notes that “change only happens when DEI becomes a core part of the organizational structure and culture, when it is recognized by all as critical to the organization’s sustainability” and that staff must be willing “to be open to challenging others’ beliefs and be willing to have our own beliefs challenged.” Throughout the book, the author emphasizes the commitment to self-reflection and exploration of one’s unique identity, as one’s words and those of others can create positive or negative reactions.
This book is an easy read, containing eight chapters supplemented by recommended resources and a glossary. Chapter 1 provides an overview of the current DEI landscape and explores the history and evolution of DEI and the training implications associated with different eras of history. Clear definitions of terms help the reader understand the core concepts of DEI efforts. According to Morukian, diversity “encompasses all the dimensions of human identity that make us who we are” and “includes all characteristics that shape our identity . . . which thus influence our communication, our behaviors, and ultimately our relationship with others.” Depending on the context and situation, people find that certain aspects of their identity play a more important role in how they define themselves, how others perceive them, and how they interact with others. Equity “promotes fairness by creating a level playing field for everyone” and providing equal opportunities. “It’s not about giving unearned advantages to people. It’s actually recognizing that some people already have unearned advantages simply by being part of a group that has held power and privilege in our society.” Inclusion is “the practice of creating an environment where everyone feels equally valued and respected for their individuality.” And, finally, expansion “is the glue that binds them all together.” This involves “immersing oneself in the lived experience of others, broadening one’s social networks beyond the comfortable ‘us’ group and building community across the broad landscape of our differences.” Expansion is a means of “seeking out new voices, divergent ways of thinking, and pushing oneself to challenge existing schemas.”
The history of DEI is presented through different time periods and the interrelated philosophies that underpin DEI work: social justice, business results, compliance, advocacy, allyship, valuing differences, and oneness and unity. The chapter concludes with a discussion about why some DEI training or organizational change efforts fail.
Chapter 2 discusses the processes of assessing the need for DEI training in an organization and provides information about methods of data collection and analysis that help provide training solutions. One method for assessing these needs is the ADDIE (access, design, develop, implement, and evaluate) model, which focuses on the different methods of needs assessment: benchmarking (comparing one’s DEI efforts to those of peer organizations), document review (identifying “existing language, training, policies, and practices that help or hinder DEI efforts”), interviews, observation, and surveys.
Chapter 3 presents the best approaches to designing and developing organizational DEI training, keeping in mind that individuals are at varying levels of their own DEI knowledge and understanding. Chapter 4 discusses the implementation of DEI practices and materials into training programs while focusing on “representative, inclusive, and accessible content” and ensuring that the “training delivery accommodates the needs of diverse learners,” while Chapter 5 discusses some of the intricacies associated with the delivery of DEI training. Morukian illustrates the different roles of instructor, facilitator, and mediator that DEI trainers play while fostering an environment characterized by psychological safety and a sense of trust and openness. Chapter 6 focuses on the best practices for ensuring the continuity of DEI strategies and the accountability necessary to produce desirable outcomes.
Chapter 7 discusses DEI in a global setting, providing considerations and best practices for DEI training involving non-U.S. citizens, which are illuminated by the author’s account of facilitating DEI training in Kazakhstan. Chapter 8 examines individual DEI self-exploration, a key skill for DEI trainers: “DEI work begins and ends with self-reflection” (a willingness to expose one’s “own biases and unearned advantages”), and “DEI training is an emotional journey [that] requires vulnerability, humility, and courage to look inward at your own life experience and identity which permeate your daily life.” Since campus housing staff interact with individuals with different identities, reflecting on these identities helps them understand their own biases and unearned advantages, improves communication, and enhances how they work with others.
The book provides a comprehensive guide for those seeking to learn and begin their first step as DEI trainers. Morukian is frank, honest, and vulnerable while sharing personal perspectives and experiences working with government, corporate, and international clients. Though these environments are different from that of campus housing, the concepts are easily applicable, and the book serves as a useful resource for housing staff as they implement or redesign DEI training and produce DEI-centric outcomes. In addition, the resources provided are practical and easily implemented regardless of campus type or housing size. Written like a manual or workbook, the book educates the reader thoroughly.
Though student affairs and housing departments have become increasingly sensitive to DEI issues, how often is there meaningful thought about what diversity, equity, and inclusion truly mean? Housing has the potential to center DEI in everyday decision-making and to continue adapting and changing: New residence halls can center accessibility for all students from the beginning; training for full-time, graduate, and undergraduate workers can include opportunities for advocacy and adequate breaks for employee well-being; and curriculum can be created with equity at the center.
Madesh Samanu is a graduate community director at Clemson University in South Carolina. Katelyn Bittinger is a program coordinator for student leadership at Florida State University in Tallahassee. Tony Cawthon, Ph.D., is the director of graduate studies for the Clemson University College of Education. "Page Turner" is a recurring column that pairs Cawthon with a graduate student or professional colleague as they review books and scholarship of interest to campus housing and student affairs.