Individual opinions and talk – Friend or foe in DEI-implementation? A case study of Inertia in change management

Abstract

This report focuses on the implementation of a Diversity, Equity, and Inclusion (DEI) initiative within a company, examining the potential decoupling between communication and corresponding actions. The theoretical framework draws from theories of decoupling of ideas and action, and the relating theory of hypocrisy. The insights from this work can be of practical help for managers in understanding gaps or bridges between communication of ideas and corresponding actions. It can provide an increased understanding of how communication and action can be decoupled in an organisation in order to answer to different expectations at the same time and discusses the challenges of communication around a charged topic such as DEI. This research is based on a qualitative case study following the implementation of a DEI initiative in the Nordic entity of a global enterprise. Data was collected through interviews from different parts of the Nordic entity and tells a story of how the DEI implementation was affected by communication around it, differing personal views on the topic, and concurrent actions or non-actions around DEI at the company. The key learnings shows individual actors´ views and opinions matter to how a subject can be communicated to affect new ideas going into action. There is and need to be inertia in implementation of new ideas in an organisation. By being aware of this, managers can create an environment and culture where the new topic can be discussed to get more actors onboard.