Navigating the Diversity–Unity Paradox in DEI Strategies
通过对16位财富500强首席多元化官的深度访谈，研究识别出DEI战略实施中的七个关键主题，并归纳出身份意识与身份协调两种路径，发现多数高管倾向于后者以平衡多样性与组织统一。
In recent times, companies have devoted more attention to diversity, equity, and inclusion (DEI) strategies; however, debates persist on their usefulness and implementation. Public discourse often frames DEI as a binary choice—to fully embrace these strategies, or to discard them altogether. However, this polarized view overlooks the relevance of the diversity–unity paradox. We argue that by considering this paradox, the discussion around DEI strategies can go beyond a simple binary choice. Drawing on paradox theory, we examine how organizations navigate the seemingly competing demands of diversity versus unity. Through in-depth interviews with 16 chief diversity officers (CDOs) from Fortune 500 companies, we identified seven pivotal themes in DEI strategizing and implementation: (1) prioritizing D, E, and I; (2) balancing equity and merit; (3) emphasizing business versus social concerns; (4) implementing DEI strategies; (5) dealing with resistance; (6) leading by example; and (7) managing DEI across geographies. Based on these dimensions, we characterize two key approaches that CDOs can employ: identity awareness, which emphasizes rectifying historical inequities; and identity harmonization, which emphasizes valuing diversity alongside organizational unity. Our findings reveal that the CDOs in our study predominantly stressed identity harmonization approaches, thereby exemplifying a paradox mindset by simultaneously pursuing diversity and organizational unity.