Introduction: The Shallow Waters of Diversity and the Case for Deeper Inclusion in the Context of Organisational Sustainability
In today’s organisational landscape, diversity and inclusion (D&I) have evolved from aspirational goals to critical components of strategy. These concepts shape progress, informing policies and cultural direction. Yet many organisations fall short, keeping D&I efforts at the surface instead of engaging with the complex layers of identity and relational dynamics necessary for true inclusivity. Driven by societal pressures and compliance, D&I initiatives often become checklists, quotas, or symbolic representations, signalling inclusivity rather than cultivating it.
This tokenistic approach may satisfy optics but fails to create cultures of belonging, empowerment, and engagement. The paradox is clear: what seems progressive can also appear contrived or divisive. Such “shallow diversity” emphasises demographic traits like race and gender while neglecting deeper ontological and phenomenological aspects of Being and identity. This has sparked controversies, with critics on both sides arguing that it either lowers standards for certain groups or undermines meritocracy and competency through tokenism. These concerns highlight the tension between perceived progress and genuine inclusion. Both perspectives, however, lack the depth to fully grasp the complexities of Being and identity and its critical role in achieving sustainable, authentic D&I.
But why place such emphasis on identity in the broader conversation about sustainability? Sustainability, whether organisational or societal, extends far beyond environmental stewardship or financial viability. It is fundamentally about fostering systems and environments that can adapt, grow, and thrive over time. A sustainable organisation integrates diverse perspectives into its core operations, fostering innovation, resilience, and a shared sense of purpose. In this context, diversity and inclusion become not just ethical imperatives but strategic necessities—key drivers of long-term success. However, achieving sustainable inclusion requires a more nuanced understanding of identity. This is not to suggest merely aggregating diverse views, but rather to emphasise that the best and most complete articulation of problems, clarity around them, and, most importantly, the development of solutions are achieved through the solicitation of views. Solicitation, as opposed to simple aggregation, enables meaningful consensus-building and drives actionable outcomes.
The challenge lies in how identity is often perceived and operationalised. Too frequently, identity is understood as a set of fixed, visible traits—race, gender, ethnicity, or sexual orientation. While these aspects are important, they represent only the surface of a far more intricate reality. Identity, in its fullest sense, is a multi-layered construct that includes our intrinsic qualities, the ways we relate to those qualities, and the narratives we build around our experiences. This more profound understanding of identity—what might be called the essence of our Being—requires us to move beyond labels and consider the dynamic interplay of shared human attributes and unique individual expressions.
True sustainability—ecological, cultural, or economic—requires environments that foster growth and collective well-being. D&I, authentically integrated, is vital for this sustainability, driving innovation, resilience, and alignment with societal change. It must be reframed as a means to address complex human challenges. While visible traits dominate current D&I efforts, deeper potential lies in diverse perspectives, experiences, and cognitive approaches. Humanity’s greatest issues—climate change, health crises, technological disruption—demand solutions beyond single narratives.
True inclusion transcends demographics, harnessing diverse views to foster environments for debate and co-creation. Organisations embracing this pluralism enhance problem-solving and resilience, vital for navigating a globalised world. Yet, misconceptions persist. Reducing individuals to visible traits oversimplifies human identity and Being, stripping away its multidimensional nature.
This article seeks to move beyond these limitations, exploring identity through the Metacontent Discourse and Being Framework. By unpacking shared human qualities (whatness), personal expressions (howness), and constructed identities (whoness), we’ll outline a transformative path toward authentic, sustainable D&I.
The Extent of Our Differences: Commonality and Diversity in Human Nature
Human beings are, at their core, deeply interconnected in character and kind. Beneath visible differences lies a foundation of shared qualities—empathy, resilience, autonomy, creativity, and the capacity for growth. These attributes represent the essence of what it means to be human, binding us in a shared experience that transcends superficial markers like race, gender, and social class. This shared foundation, referred to here as whatness, reflects the ontological reality of the human condition—a set of intrinsic and transhistorical attributes that define our common humanity.
In a world often preoccupied with highlighting differences, the whatness of our being provides a crucial counterbalance, reminding us of the universal aspects of our nature. While individual variations in temperament, personality, and belief shape our unique identities, our shared qualities form the basis for empathy, mutual understanding, and collective purpose. Within an organisational context, recognising these shared qualities is essential for fostering an inclusive culture that values each individual not merely as a representative of a particular demographic but as a full human being with unique contributions.
However, our commonalities are only one side of the coin. Diversity is not just a biological or social reality; it is also an ontological and phenomenological fact. Our differences are rooted not only in individual characteristics but in the distinct ways we relate to the world. Through the lens of metacontent, diversity emerges as a dynamic interplay of human experiences and interpretations. It transcends physical traits, encompassing the entire spectrum of perspectives, beliefs, and cognitive approaches that individuals bring to the table.
This diversity is expressed in what can be described as howness—the unique ways individuals manifest their shared human qualities. Two individuals may both embody resilience, yet one may express it through a steadfast, methodical approach to problem-solving, while another demonstrates it through adaptability and rapid response to change. These differences are not superficial but are deeply rooted in each person’s experiences, values, and worldview.
By acknowledging the interplay between commonality and diversity, organisations can transcend tokenistic approaches to D&I. Diversity becomes more than a collection of separate, easily categorised traits; it is a multi-dimensional reality that enriches the collective. In this context, what truly matters is not how individuals appear but how they engage: how they leverage their unique perspectives to tackle shared challenges and contribute to the collective success of the team. Diversity, then, is not static but a living, evolving quality that enhances organisational culture and drives sustained innovation.
The Complexity of Being and Identity – Fixed, Fluid, and Constructed
In contemporary discourse, identity is often presented as a collection of fixed characteristics or affiliations—attributes such as race, gender, ethnicity, and sexual orientation. While these aspects are important, they represent only a fraction of what identity truly entails. In reality, identity is a multi-layered construct, encompassing both fixed elements, such as our physiological traits, and more fluid, constructed dimensions, such as our beliefs, values, and cultural affiliations.
Consider, for example, the identity of “woman.” Biologically, being female may entail certain physiological traits, but these characteristics alone do not define what it means to be a woman. Socially, a woman may face a range of expectations, stereotypes, and cultural narratives that shape her experience. By reducing her identity to a single label, we risk overlooking the complexity of her lived experience and the unique perspectives she brings.
This complexity is further reflected in the fluid aspects of identity, which evolve over time in response to changing contexts, relationships, and self-conceptions. For instance, an individual’s political beliefs may shift over time, influenced by new experiences or perspectives. These changes do not make their identity any less valid; instead, they reflect the dynamic nature of identity as a process of ongoing self-definition.
To truly foster inclusion, organisations must embrace this complexity rather than attempt to simplify identity into a set of static categories. They must recognise that each individual is a composite of multiple layers—each with its own significance and value. This approach, grounded in the Nested Theory of Sense-making, allows organisations to see each team member as a unique individual, not merely as a demographic box to check. It creates a culture where people are valued not for their external markers but for the depth, complexity, and richness of their identity.
In doing so, organisations can move beyond tokenism, creating a genuinely inclusive environment that respects each individual’s unique contributions. This approach aligns with the principles of the Metacontent Discourse, which advocates for an understanding of identity that is both holistic and adaptive. By recognising that identity is an evolving process, organisations can foster a culture of inclusion that is flexible, resilient, and responsive to the diverse experiences of each individual.
The Role of Vulnerability and Epistemic Humility in Diversity and Inclusion
Authentic inclusivity goes beyond merely acknowledging differences; it demands vulnerability and epistemic humility—the recognition that our knowledge is inherently limited and that others hold valuable perspectives we may lack. In a truly diverse environment, individuals from varied backgrounds and experiences contribute unique insights, enriching the collective understanding in ways that no single perspective could achieve.
In an organisational context, epistemic humility fosters a culture of openness and curiosity. It creates spaces where team members feel empowered to question their own assumptions, engage in meaningful dialogue, and recognise the partiality of their viewpoints. This shifts the narrative: diversity is no longer a challenge to manage but an opportunity for collective growth and mutual learning. The focus moves from defending one’s beliefs to expanding one’s understanding.
This approach aligns seamlessly with the Metacontent Discourse, which reframes diversity as a dynamic process of sense-making rather than a mere collection of demographic traits. By embracing epistemic humility, individuals are encouraged to view diverse perspectives as integral parts of a larger, more complete truth. It highlights the value of differing cognitive frameworks, narratives, and mental models, recognising that no single perspective can claim absolute authority.
Moreover, epistemic humility helps organisations transcend identity-driven perspectives. It allows individuals to be seen not as static representatives of specific categories but as complex, evolving beings with unique contributions. This ethos of open-mindedness and intellectual flexibility transforms organisational culture, fostering an environment where diversity of thought is celebrated. It ensures that individuals feel safe to share their insights without fear of judgement, promoting resilience, adaptability, and ongoing intellectual growth.
By valuing each individual’s unique input, organisations can harness the true power of diversity—not as a source of division but as a wellspring of innovation and strength.
Reconstructing Identity for Sustainable Inclusion in Society, Teams, and Organisations
To cultivate a culture of sustainable inclusion, organisations must move beyond surface-level characteristics and engage with the deeper, layered dimensions of identity. By leveraging the Nested Theory of Sense-Making, organisations can uncover and appreciate the unique perspectives, strengths, and contributions that each individual brings. This layered understanding allows for a richer, more meaningful approach to diversity and inclusion.
Authentic D&I is not about ticking demographic boxes or fulfilling quotas; it is about creating environments where people are genuinely valued for their unique qualities and contributions. When organisations prioritise these deeper dimensions of identity, they cultivate a culture that fosters innovation, resilience, and a shared sense of purpose. This approach transforms inclusion from a symbolic gesture into a strategic imperative, where diversity is recognised as an intellectual asset rather than a compliance obligation.
In contrast to tokenistic models that focus narrowly on visible traits, this framework shifts the emphasis to individual competencies and contributions. It promotes an environment where team members feel empowered to share their perspectives, confident that their value lies not in meeting demographic targets but in enhancing collective insight and performance. Diversity, in this sense, becomes a dynamic, evolving strength that drives the organisation forward.
By embracing this layered approach to identity, organisations can build cultures of inclusion that are both authentic and sustainable. Diversity is no longer viewed as a challenge or an external mandate but as a source of resilience, creativity, and adaptability. This shift benefits not only the organisation but also its people, fostering mutual respect, collaboration, and continuous growth. Such a culture ensures that every individual feels seen, heard, and valued for their unique contributions, creating a foundation for long-term success and innovation.
The Being Framework and Nested Theory of Sense-Making: A Path to Authenticity
To delve deeper into these dynamics, the Being Framework and the book Human Being invite us to explore the essential aspects of Being—qualities such as authenticity, responsibility, autonomy, commitment, partnership, self-expression, freedom, courage, empowerment, assertiveness, proactivity, and more. These qualities shape how individuals engage with their roles and environments.
Beyond this, the Metacontent Discourse and the Nested Theory of Sense-Making, in combination with the Being Framework, offer a comprehensive lens to examine the ontology of awareness—an individual’s cognitive map, which reveals how they perceive what things are and how they relate to everything relevant to their work. This includes their commitment to tasks, sense of belonging within the organisation, and the extent to which they care.
This extends to their mental models, which define how things work, encompassing their understanding of processes, their willingness to develop competence, and their contributions to the organisation's operational knowledge and efficiency. Moreover, it explores their perspectives, interpretations, and narratives of unfolding events, such as interactions with upset customers or negotiations with stakeholders. Through the Nested Theory of Sense-Making, these layers provide insights into an individual's metacontent: how they make sense of their environment and how they relate to their Being qualities.
Understanding these aspects is crucial for enhancing individual performance, integrity, and effectiveness, as well as for discerning their priorities, axiological models, and value hierarchies. This perspective not only applies at the individual level but also scales to the collective Being and metacontent of teams, and ultimately, the organisation as a whole.
For those eager to explore these ideas further, my forthcoming book in partnership with other authors, published by Springer, offers a comprehensive examination of these frameworks. In addition, my existing works—Metacontent, Being, and Human Being—provide detailed roadmaps for applying these transformative concepts to drive authentic, sustainable D&I in organisations. Together, these works offer invaluable insights into how organisations and individuals can navigate the complexities of identity, diversity, and inclusion to foster meaningful and sustainable growth.
Conclusion: Moving from Surface to Substance in D&I Efforts
This article has delved into the layered complexities of identity and the transformative potential of a truly inclusive approach to Diversity and Inclusion (D&I). By shifting from tokenistic measures to a deeper engagement with the multifaceted nature of human experience, organisations can unlock the full potential of diversity as a strategic asset. Grounded in the principles of the Metacontent Discourse and the Being Framework, this approach offers a clear and actionable roadmap for building inclusive, resilient organisations that foster innovation, mutual respect, and a shared sense of purpose.
True inclusivity goes beyond compliance; it aligns with the intricate realities of human identity. This is a diversity that honours each individual’s complexity, recognising their unique contributions and perspectives. In such environments, diversity is not a checkbox exercise but a genuine celebration of the richness of human experience. It creates spaces where individuals feel valued not just for who they are but for the distinctive insights and strengths they bring to the collective.
By adopting this deeper approach, organisations can cultivate cultures where people are empowered to contribute authentically and where diversity becomes a wellspring of resilience and creativity. This vision of D&I transcends superficial efforts, embracing the profound potential of each individual. It is a blueprint for building organisations that are not only inclusive but also transformative, setting the stage for sustained success in an increasingly complex world.
Embrace the journey from surface to substance and discover how a richer understanding of identity can transform the way we lead, collaborate, and innovate.