We’ve all been there. Hours spent debating the perfect caption for a social media post, while critical business decisions linger in the pipeline.
This is bikeshedding, also known as Parkinson’s law of triviality. It describes our tendency to devote a disproportionate amount of our time to more menial and trivial matters while leaving important matters unattended. The term comes from Cyril Northcote Parkinson, a British Naval historian and author who observed that a committee organised to approve plans for a nuclear power plant devoted more time to the design of the bike shed than the plant itself.
When confronted with the complexities of DEI, it’s easy to get bogged down in the minutiae. Whether it’s crafting the ideal diversity statement or selecting the most inclusive office decor, these seemingly important tasks can distract us from addressing the root causes of inequality.
While these elements are essential components of a comprehensive DEI strategy, they should not overshadow the critical work of systemic change.
To overcome Parkinson’s Law in DEI, organisations must prioritise and focus on the most impactful initiatives.
This involves:
Identifying core DEI challenges: Clearly define the most pressing issues facing your organisation, such as pay equity, leadership diversity, or employee retention.
Setting clear goals: Establish measurable objectives for each DEI initiative, ensuring that efforts are aligned with broader organisational goals.
Allocating resources effectively: Prioritise the allocation of time, budget, and personnel to high-impact DEI projects.
Empowering decision-makers: Equip leaders with the data and tools they need to make informed decisions.
Creating a culture of accountability: Encourage conversations around why certain goals have not been met.
By focusing on these core principles, organisations can shift their attention from the bike shed to the nuclear power plant, driving meaningful and lasting change.
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