Diversity Dishonesty: Smoke and Mirrors in the Organization

• Published in: Socioeconomic challenges Vol. 8; no. 2; pp. 109 - 125
• Main Authors: L. Morin, Stacey, Norman Burrell, Darrell
• Format: Journal Article
• Language: English
• Published: The Academic Research and Publishing UG (i. G.) (AR&P) LLC 02.07.2024
• Subjects: accountability; and transparency; diversity; diversity dishonesty; equity; inclusion; smoke and mirrors; stakeholder theory
• ISSN: 2520-6621; 2520-6214
• DOI: 10.61093/sec.8(2).109-125.2024

The article aims to discuss the phenomenon known as “diversity dishonesty” (term “smoke and mirrors” was coined by Stacey Morin as a metaphor of diversity dishonesty). Diversity dishonesty is defined as encapsulating a complex scenario wherein organizations outwardly portray a façade of commitment to genuine and quantifiable progress concerning diversity initiatives, while in practice, they manifest insincerity and disingenuousness. In recent years, diversity dishonesty has garnered substantial scholarly attention, particularly within organizational dynamics. This phenomenon is characterized by a superficial and performative engagement with diversity, creating the illusion of progress and dedication while failing to bring about substantive and meaningful transformations in diversity and inclusivity. The article presents the results of systematic literature review of peer-reviewed journals that analyzed diversity dishonesty in the organization, examine diversity dishonesty in organizations, to reveal a complex interplay of psychological, social, and organizational factors. Search engines provided by Marymount University Library and such resources as: ABI/INFORM Collection, Business Source Complete (EBSCO Host), Google Scholar, JSTOR and ProQuest Research Library were used. The research introduces an infinity loop framework that leverages accountability and transparency in conjunction with stakeholder theory. The article examines the following symptoms of diversity dishonesty within an organization: pluralistic ignorance, exclusion, othering, erosion of trust and morale, inconsistency between promotional material and lived experience, limited representation in leadership, microaggression, and tokenism. The article examines the following cascade of consequences of diversity dishonesty within an organization: legal risk, reputational damage, and stifled innovation and creativity. By shedding light on the intricacies of this phenomenon, this article offers valuable insights for organizations aiming to move beyond performative diversity efforts and genuinely foster diverse, equitable, and inclusive environments.