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What Makes Diversity, Equity, and Inclusion Possible?

In: Leading With Diversity, Equity and Inclusion

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  • Jody A. Worley

    (University of Oklahoma)

Abstract

Causal ambiguity refers to ambiguity perceived by organizational decision makers as to how organizational actions and results or inputs and outcome are linked (King, Acad Manage Rev 32:156–178, 2007; Lippman and Rumelt, Bell J Econ 13:418–438, 1982; Powell et al., Acad Manage Rev 31:175–196, 2006). Currently, leaders around the world are struggling to identify clear linkages between organizational actions and outcomes with regards to diversity, equity, and inclusion (DEI) initiatives. Causal ambiguity is prevalent and can function as a barrier for acting and implementing initiatives to advance DEI in workplace contexts. Consequences associated with hesitancy to act include increased tension and frustration among minority and underrepresented employee groups. This review includes four sections. First, a summary of connections between DEI action and results. Second, a review of mechanisms that lead to verifiable leadership decision making. Third, a resource-based view of DEI initiatives in the face of causal ambiguity. Fourth, a discussion of interventions to facilitate communication of change initiatives.

Suggested Citation

  • Jody A. Worley, 2022. "What Makes Diversity, Equity, and Inclusion Possible?," Future of Business and Finance, in: Joan Marques & Satinder Dhiman (ed.), Leading With Diversity, Equity and Inclusion, chapter 0, pages 223-243, Springer.
    • Handle: RePEc:spr:fuobcp:978-3-030-95652-3_14
    DOI: 10.1007/978-3-030-95652-3_14
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