When organisations talk about inclusion, the conversation often begins and ends with one word: belonging.
We hear leaders say they want people to feel welcome, accepted and part of the team. While that is undoubtedly important, belonging alone does not create an inclusive workplace.
Someone can feel that they belong while simultaneously feeling unable to express who they truly are.
That is where many organisations unintentionally fall short.
One of the most influential models in organisational psychology, developed by Lynne Shore and colleagues, helps explain why. The framework suggests that inclusion is built on two equally important dimensions: belongingness and the value placed on uniqueness.
In simple terms, every employee is asking two questions.
Do I belong here?
Can I be myself here?
Only when the answer to both questions is yes can we truly say an organisation is inclusive.
Understanding the four experiences of inclusion
The framework describes four
This post was originally published on this site.
