Research: 4 Ways Employees Respond to DEI Initiatives

It’s not as simple as classifying people for or against diversity, equity, and inclusion.

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A critical factor influencing the effectiveness of DEI initiatives is how employees respond to them. Traditionally, employee responses have been overly simplified as “resistors,” who complicate or hinder DEI initiatives, or “supporters” of DEI, who facilitate their implementation. Recent research suggests employee reactions can be broken down into four categories: excited supporters, calm compliers, torn shapers, and discontented opponents. Understanding these various responses can help managers customize their approaches rather than relying on a one-size-fits-all policy.

Diversity, equity, and inclusion (DEI) initiatives, like diversity training, targeted recruiting, or dedicated diversity-focused leadership roles, strive to address inequities, cultivate an environment where everyone feels valued, and increase the representation of historically marginalized groups. Indeed, many organizations are investing substantial effort and money in DEI efforts globally. These are generally rolled out using a one-size-fits-all approach for all employees.

Rouven Kanitz is an assistant professor at the Rotterdam School of Management, Erasmus University. His research focuses on helping organizations navigate change in more effective and sustainable ways, with an emphasis on how employees respond to change initiatives.

Max Reinwald is currently an assistant professor at Ludwig-Maximilians-Universität München (Germany) and an incoming assistant professor at the University of Mannheim (Germany). His research focuses on diversity and leadership in teams and organizations.

Katerina Gonzalez is an associate professor at Sawyer Business School, Suffolk University. Her research focuses on the psychology of organizational change, including how and why people respond to, initiate, and manage change in their work lives.

Anne Burmeister is a professor of organizational behavior at the University of Cologne. Her current research focuses on creating more inclusive workplaces.

Yifan Song is an assistant professor of management at the Mays Business School, Texas A&M University. Her research interests include workplace adversity, leadership and power in teams, and newcomer work adjustment.

Martin Hoegl is a professor at Ludwig-Maximilians-Universität München (Germany), where he heads the Institute for Leadership and Organization. His main research interests include leadership, collaboration, and innovation in organizations.

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