One of These Things Is Not Like The Other, Or Is It?
By Jacqueline Wilson Cranford –
Some of you may remember the Sesame Street Song, “One of These Things (Is Not Like The Other)”. For me, it brings back fond childhood memories, watching Sesame Street and trying to identify those pictures, objects, or people who were distinguishable from the rest of the group. For many people, thinking about diversity equates to focusing on differences. A constructive discourse on diversity and inclusion, however, requires an acknowledgement and appreciation of the idea that diversity is deeper and broader than merely exploring differences.
When conducting diversity and inclusion seminars, my fellow consultants at Verna Myers Consulting Group and I often pose a question to the audience, “what do you think of when you think of diversity?” Consistently, many people think of diversity as difference. Of course, one aspect of diversity is difference. Another aspect is commonality. A key component to promoting diversity and inclusion is acknowledging that diversity is both about appreciating differences and recognizing commonalities.
Many of us, looking introspectively, recognize the complexity and evolutionary nature of our own identities. Yet, we often fail to think of others as complex individuals with multiple identities, some of which are obvious and others, not so obvious. Failing to acknowledge the complexities of other people’s individual identities is dangerous and cuts against diversity and inclusion. International author and story-teller, Chimamanda Adichie, stated it succinctly in her TedTalk, entitled, “The Danger of A Single Story” (filmed July 2009 at TedGlobal 2009):
I’ve always felt that it is impossible to engage properly with a place or a person without engaging with all of the stories of that place and that person. The consequence of the single story is this: it robs people of dignity. It makes our recognition of our equal humanity difficult. It emphasizes how we are different rather than how we are similar.
Recognizing that human beings are multifaceted (have several stories and identities) opens our eyes to the richness of difference and helps build the bonds that often accompany discovery of commonalities.
Many times, our differences are obvious and capture our attention. According to The Similarities Project, “…we are socialized to focus more on our differences than our commonalities.” (http://www.everydaysociologyblog.com/2011/12/the-similarities-project.html). At the same time, our commonalities are often not obvious at a glance, requiring us to dig deeper to get to know people beyond the surface in order to appreciate the multiplicity of their identities. When we do so, we may start to notice ways in which we share some common identities with those very different from us in some ways (such as race, gender, sexual orientation, gender expression, etc.).
One way to demonstrate our complexities and encourage people to think more broadly about diversity is to use an iceberg illustration. The visible portion of an iceberg (above the waterline) constitutes only 10% of the entire iceberg. The remaining 90% lies below the surface of the water, out of sight. Similarly, with respect to identity, often some of the most powerful influences on identity and deeply held beliefs are not readily apparent, but instead, below the surface. For example, birth order, military service, parental status, religion, education, socioeconomic status, and so on are not often apparent, but may have the strongest influences on one’s identity, values, and beliefs. As people get to know each other below the surface, they often find shared experiences and identities.
It is worth noting that this focus on commonalities is in no way meant to minimize the importance of acknowledging the ways in which we are different, may experience life differently as a result, and the value that difference brings. Some of us lived through a time in the United States during which we pretended we did not see difference – the age of “color blindness.” The reality is that we do see difference, and it is important to acknowledge that. Part of the work of diversity and inclusion is raising awareness about and minimizing the negativity sometimes associated with difference. The skill is appreciating difference, acknowledging commonalities, and recognizing the value of both.
How does this skill enhance diversity and inclusion? First, noticing commonalities draws people together and promotes relationships. One thing I have noticed in conducting diversity and inclusion awareness workshops is that, as people start to identify things they have in common, conversations happen, trust builds, bonds are made, cooperation increases, and relationships develop. For example, two people who do not appear to have much in common may discover that they attended the same school. That opens the door to conversations and further exploration. When we share something in common, we often are intrigued, drawn to a person, and want to know more about that person and our shared experiences. Diversity and inclusion is, at least in part, about relationships. And, relationships usually are built on common bonds.
Second, discussing diversity more broadly draws more people into the discourse. An initial reaction that some have to diversity and inclusion is that diversity is not about me – it’s about them. To the contrary, diversity and inclusion is about all of us. As we explore commonalities and find connections, we can move away from an “us/them” mindset, increase engagement by letting people know that diversity efforts are inclusive, build relationships, and promote collaboration toward common goals. Perhaps the creators at Sesame Street will write a new song along these lines.
Blog Author
Jacqueline Cranford is a Senior Consultant with VMCG and the principal of Cranford Advisory Services LLC. With over 25 years of legal industry experience and a demonstrated record of successfully designing and implementing talent management strategies, Ms. Cranford serves as a trusted adviser to law firm leaders and an advocate for effective talent management. Ms. Cranford engages individuals at every level in the organizational structure in order to provide appropriate training and guidance, tailored to her clients and their needs.
Prior to establishing Cranford Advisory Services LLC, Ms. Cranford led talent management initiatives for more than 14 years in three American Lawyer 100 law firms. She developed and implemented global talent management strategies relating to diversity, inclusion, recruiting, professional development, performance management, leadership training, business development, and global integration, among other things. Additionally, she served as an adviser to firm leaders, partners, associates, and administrators while also representing the firms externally, developing a wide range of meaningful relationships in the legal community.
Ms. Cranford has been actively engaged, frequently as a speaker, with several organizations such as the Minority Corporate Counsel Association, Corporate Counsel Women of Color, the Leadership Counsel on Legal Diversity, and the Professional Development Consortium. She also has held leadership positions with NALP (The Association for Legal Career Professionals) and the Association of Law Firm Diversity Professionals, of which she was a founding member.
Ms. Cranford graduated from Oral Roberts University, cum laude, and earned her law degree from the University of Virginia School of Law. Following law school, she joined Kirkpatrick & Lockhart LLP (now K&L Gates LLP) as a litigator and remained there for five years before joining the U.S. Department of Justice as a trial attorney. Her professionalism, expertise, integrity, industry knowledge, and breadth of experiences result in excellent client service.