Hello, and welcome to a Parallel Project Training podcast on diversity and inclusion. This topic is linked to the APM PMQ syllabus for exams starting after September 2024. I’m Ruth Phillips, and I’m here with two of my colleagues, senior trainers Lisa Regan and Carmen Campos. Welcome to the podcast, both of you.
We’re aligning all our podcasts with the APM syllabus, and today’s episode focuses on diversity and inclusion. Let’s start by looking at the learning objective: the APM defines diversity and inclusion as the ability to create and maintain an inclusive environment that embraces a diverse culture. This is a strong definition of how APM views diversity and inclusion, with several learning objectives we’ll cover. But first, let’s take it back to basics—what is workplace diversity, and how does it impact projects?
Diversity and inclusion are about recognising and valuing people’s differences and finding ways to work effectively together. This includes what are known as protected characteristics, such as marital status, pregnancy, race, religion, sexual orientation, age, and disability, all protected under the UK Equality Act 2010. If we don’t respect these characteristics, treat people equally, and make necessary adjustments, it’s an offence under the Act. For project managers and teams, this means recognising diversity within teams that may span different ages, backgrounds, and even locations around the world.
Encouraging diversity and inclusion can benefit projects significantly. When team members feel valued and free to contribute, performance improves. A culture that celebrates differences and removes barriers allows people to be themselves and reach their full potential, bringing fresh ideas and creativity to the project. Having diverse perspectives in a project team encourages innovation and constructive challenge, which are key to a successful outcome.
In practice, fostering an inclusive culture can be as simple as scheduling meetings that accommodate all team members’ needs, such as those with childcare commitments or religious observances. It’s about creating an environment where everyone can fulfil their values and responsibilities while contributing effectively to the project.
The third learning outcome in the syllabus covers conscious and unconscious bias—factors that affect our actions and abilities to support diversity within our project environment. Conscious bias is a deliberate mindset, while unconscious bias is involuntary, often stemming from our upbringing or experiences. These biases influence our behaviours and perceptions, sometimes without us realising it.
Bias can manifest in various ways. For example, in job interviews, people may make snap judgements based on limited information, a phenomenon known as “thin slicing.” This can lead to the “halo effect,” where a positive first impression colours further judgement, or a negative bias that leads to unfair assessments. In a project context, these biases can affect team dynamics, stifling input from some team members. While we can’t eliminate bias, being aware of it is essential to fostering a diverse, inclusive, and productive environment.
To counteract biases, many organisations now adapt their interview processes to support neurodiverse candidates by providing questions upfront or avoiding unnecessary personal information, such as age, on CVs. This helps prevent unconscious biases and ensures candidates have the best opportunity to demonstrate their abilities.
Another challenge to consider is groupthink, where the pressure for consensus can prevent individuals from speaking up or challenging ideas. Groupthink can be harmful to projects, as it stifles diversity of thought and may lead to poor decision-making. Building a diverse team and encouraging an inclusive environment where everyone feels comfortable sharing their views can prevent groupthink, ultimately strengthening project outcomes.
In summary, it’s essential to have a diverse project team that brings different perspectives and ideas, alongside an inclusive environment where everyone feels able to contribute. This combination enhances team performance and helps projects avoid pitfalls like groupthink. Today’s technology also facilitates diversity, allowing us to work across different locations and times, making diversity even more achievable.
We’ve explored the importance of understanding diversity and inclusion, the significance of protected characteristics, and the need for diverse thinking in project teams. We also discussed how biases—both conscious and unconscious—can impact team dynamics and the strategies we can adopt to create an inclusive environment.
Thank you very much to Lisa and Carmen for joining me today to discuss diversity and inclusion.
Thank you!
