I have been accountable for leading teams over the past 20 years. In this time, things have changed. The Equality Act has been brought in, The Human Rights Act has been tested and the general understanding and learning about black history, discrimination against women, LGBT+ rights and neurodivergence have increased.
I have no comment to make here about improvements and whether things are actually better. This is often a complex and subjective area where there is no right or wrong answer.
In the last team I led, we enjoyed having multiple perspectives from a diverse group of people. Whilst everyone had a role, with a JD, as is traditional in organisations, we worked as a team, being led by the mission, with a focus on impact. Anyone who became too focused on their own role without considering the interdependencies with other roles was gently held to account by the team.
Multi-polar traps occur when different stakeholders pursue narrow, conflicting goals, with good intentions, resulting in fragmented efforts and suboptimal outcomes for the entire system.
Multi-polar traps do not just occur in roles. The legislative (and entirely appropriate) requirement for reasonable adjustments can lead to a focus on the individual, often placing the burden on them to advocate for their needs. While well-intentioned, this individualistic approach can inadvertently isolate and stigmatise those it aims to support.
Unintended Consequences may lead to isolation; individuals may feel singled out or different from their peers.
The focus on individual adjustments can reinforce stereotypes and stigmatise those who need them.
The responsibility placed on individuals to continually advocate for their needs can lead to burnout and disengagement.
Teams as complex, living, adaptive systems
Perceiving the individual as part of a living adaptive system offers a holistic alternative, emphasising collective responsibility and support. By zooming out, we can encourage team communication, exploration, and inquiry, creating an environment where everyone shares the responsibility for inclusivity.
Underrepresentation of certain demographics is not the fault of underrepresented people.
Individualistic approaches, without understanding the context they are taken within, can compound the very issues your leaders may be trying to counter.
We are all different and need to be treated differently.
The construct of normalcy excludes some people more than others.
By recognising and addressing multi-polar traps, we can create a more cohesive, inclusive, and resilient organisational environment.
Embracing the team as a living system:
Creating the conditions for dialogue, collective support and difference; prioritising relationships over tasks, encourage witnessing of self and others, practising multiple forms of communication, and do not over-rely on talking or writing.
Collective Inquiry; encourage teams to be curious, to notice each other, to step up when needed and take courage to ask for help.
Shared Responsibility; optimising conditions for everyone to fulfil their potential that hour, that day, and that week is a team responsibility.
Systemic Thinking: as much as possible, pay attention to what is emerging as negotiation, communication and dialogue flourish. Notice when unhelpful constraints are being met and consider what might be needed to reduce them.
Transcending multi-polar traps and shifting from an individualistic approach to reasonable adjustments requires a systemic and collective mindset. By aligning intrinsic and extrinsic values, shared goals, open communication, and perceiving organisations as living systems, we can create environments that support and optimise all members.
