Are you using the word Sensitivity to describe your training?

The February Stop Series

As life evolves and culture changes, we learn more. As a result, we become aware of not only things we should start to do, but things we should stop doing.  February is dedicated to things we should stop. 

If you are using the word sensitivity (or sensitive) to describe any type of diversity, equity or inclusion training, program, effort, or leadership development, please STOP.

If you Google diversity sensitivity, there are 222,000,000 results.

If you Google diversity sensitivity training, there are 64,300,000 results. 

If you Google leadership sensitivity training, there are 62,500,000 results.

Ask yourself: Is sensitivity really your goal?  

Over the years, here is what I’ve heard leaders say they want:

1. Treat others with respect and dignity.
2. Be aware of similarities and differences based on diversity dimensions such as race, ethnicity, culture, religion, sexual orientation, etc. and leverage them.
3. Understand and break down bias (individual and systemic) and discrimination.
4. Feel a sense of belonging and a value for uniqueness.
5. Provide excellent service to your patients or customers or volunteers. 

Yet, we start off by using sensitivity -  a word that typically means:

• Fragile
• A person’s feelings might be easily offended or hurt
• In medicine, the ability of a test to correctly identify those with a disease
• Do you have sensitive skin?  Sensitive teeth?  Food sensitivities?

I caution leaders when they want a diversity sensitivity training to solve problems.  I know there are theories and frameworks with the word sensitivity.  However, like I wrote in a previous post, people aren’t moved by theories, they’re moved by human connection.

Many leaders want to improve diversity, equity, inclusion and leadership. They think making people sensitive is going to change the status quo, make it better, and produce results. People aren’t empowered by sensitivity. You don’t need people to be sensitive, you need to diagnose the real issues that keep your leaders and employees from being their best.

 

• Is it lack of knowledge or exposure to different races, ethnicities, cultures, religions, etc.?
• Is it unhealthy power dynamics on a work group or team?
• Is it leaders who do not know how to handle unacceptable comments, inappropriate behaviors, or microaggressions?
• Is it a toxic departmental culture?
• Is it systemic bias?

Once you diagnose the real issues, you can find the right solutions.  What ever you decide to call the solution, please remove the word sensitivity from it once and for all.

Photo credit: Stephane Yaich on Unsplash