Diversity: The Potential Principle

Michael Stuber

Diversity embodies the potential principle, through which different strengths and approaches are consciously and thus purposefully utilised by being appreciated and taken into account.

This definition of diversity is the result of more than 12 years of research and practice. It contains two essential elements, which serve, as it were, to characterise the diversity approach: “Potential” refers to the orientation toward strengths. Unlike earlier concepts of equal treatment or anti-discrimination, the most important thing here is not the removal of barriers, the compensation of disadvantages or the elimination of deficits; the term diversity homes in on the particular contributions that different people (can) make because of their personal history, origin and development. Moreover, the diversity approach has the capacity to create additional benefits for all those involved, in other words employees, companies or organisations, and other stakeholders. “Principle” refers to diversity as a systemic approach. The concept consists in the related and jointly acting elements of diversity, open-mindedness and inclusion. Properly combined, these lead to the desired additional benefits and synergies. Diversity as a systemic approach also comprises the fact that the fundamental concept has an impact beyond the traditional categories of gender, culture or age.

The diversity approach provides a direct answer to the numerous changes that are being observed in national, regional and international contexts. Globalisation and mobility, value shifts and individual identities, as well as the virtualisation and cosmopolitanisation of interpersonal relationships are creating a fundamentally different environment for the stakeholders of business, politics, culture, and society as a whole, all of whom require approaches and instruments that will enable them to deal with new complexities. The potential principle represents a consistently applicable model for doing so. By applying the three elements of diversity, open-mindedness and inclusion, the targets of this model can be adapted as needed in the respective case: to recognise differences among staff members and in the environment of an organisation, to show positive attitudes, openness and genuine esteem for others, and to cultivate an integrative, productive way of dealing with everyone involved. The fourth element constitutes the measurable advantages and improvement that are created through this approach: the optimal utilisation of individual strengths, successful cooperation and teamwork, adaptability and reciprocity of organisations, and productive relations with external partners.
In implementing the potential principle, all the elements of the diversity approach are covered: at the levels of material objects, values and relationships, measures can be taken to change organisations, their systems and their cultures as well as to promote the development of the persons involved. The clear orientation towards processes and applications simplifies communication and interactivity. On the other hand, the complexity and interconnectedness of the approach creates a context of creative tension with the desire for focus and political prioritisation, especially with respect to gender primacy and the inter-cultural approach.

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About the author:
Michael Stuber has pioneered Diversity in Europe through research, publications and consulting work. His company European Diversity Research & Consulting uses his propelling potential principle to support leading international clients in Europe.