Blog 8_Organizational Cultural Consequences When DEI Exists on Paper but Not in Practice
Introduction
Over the past decade, Diversity, Equity and Inclusion (DEI) has shifted from a peripheral organizational culture to a central element of corporate strategy, employer branding and ESG reporting. Large organisations publish DEI policies, run awareness campaigns and track demographic metrics to demonstrate commitment to fairness and representation. Yet between 2023 and 2025, a noticeable rollback of DEI has emerged in the US, UK and parts of Europe, with several major firms scaling back DEI roles, targets and branding under legal, political and economic pressure (Murray, 2025; Forsdick, 2025; Reuters, 2025).
This blog argues that the key to understanding why DEI too often leads to cynicism and burnout rather than belonging lies in organisational culture. Drawing on Schein’s three levels of culture, Hofstede’s cultural dimensions, Cameron and Quinn’s Competing Values Framework, Martin’s three perspectives on culture and Harrison’s culture typology, it shows that DEI frequently remains at the level of artefacts and espoused values, while underlying assumptions and power structures remain unchanged
Theoretical Foundations: DEI and Culture
Schein’s three levels of culture: artefacts vs assumptions
Schein (2010) defines organisational culture as operating at three levels: artefacts whihc are visible structures and practices, espoused values , those are stated strategies and philosophies and basic underlying assumptions , like taken-for-granted beliefs that truly guide behaviour.
- Artefacts include policies, training, dashboards and ERGs.
- Espoused values include statements about “inclusion” and “equal opportunity”.
- Basic assumptions include beliefs such as “meritocracy is neutral”, “good leaders look like X” or “conflict is dangerous”.
DEI often operates mainly at the artefact and espoused-value levels. If underlying assumptions about leadership, merit or “fit” remain unchanged, formal DEI initiatives are undermined by invisible cultural forces, producing what employees experience as “DEI theatre”.
Hofstede’s cultural dimensions: national culture and DEI
Hofstede’s cultural dimensions framework explains how national culture shapes organisational norms, including power distance, individualism vs collectivism and masculinity vs femininity (Hofstede, 2011; Nickerson, 2021).
High power distance contexts, common in parts of Asia, tend to discourage challenging authority and questioning decisions, making it harder to raise DEI concerns. Collectivist cultures may prioritise harmony over confrontation, which can suppress voice on discrimination. More “masculine” cultures emphasising competition and achievement may undervalue inclusive behaviours and care work, contributing to gender gaps and burnout (Żemojtel and Piotrowski, 2023).
Thus, national cultural values interact with organisational culture to shape how far DEI can move beyond paper.
Competing Values Framework, Martin and Harrison
Cameron and Quinn’s (2011) Competing Values Framework (CVF) distinguishes four dominant culture types:
- Clan -Collaborative
- Adhocracy -Innovative
- Market -Competitive
- Hierarchy -Controlled
DEI tends to thrive in Clan and Adhocracy cultures that value participation and learning, and to struggle in Market and Hierarchy cultures that emphasise competition, control and compliance.
Martin (1992) proposes three perspectives on culture: Integration which is a unified, consistent culture, Differentiation like subcultures with conflicts and inconsistencies and Fragmentation which is ambiguity and shifting meanings (Martin, 1992)
This helps explain why DEI may be championed in some organisational subcultures but resisted in others in some technical or commercial units.
Harrison and Stokes (1992) identify four culture types—power, role, task and support based on how authority and relationships are structured (Salumaa, 2009). Power and role cultures often reproduce hierarchy and bureaucracy; task and support cultures more readily support empowerment and collaboration.
Together, these frameworks show that DEI outcomes are fundamentally cultural: they depend on how power is structured, how conflict is handled and which values are rewarded.
The DEI Policy–Practice Gap and Rollback
Many organisations have invested heavily in DEI artefacts, but less in cultural and structural change. Morton (2023) finds that organisations often adopt DEI frameworks for legitimacy while leaving core HR systems largely unchanged. Reboot (2024a; 2024b) shows that, in UK finance, DEI statements and networks have not translated into significant shifts in promotion, pay gaps or psychological safety.
This is consistent with Schein’s view DEI policies are artefacts, but when basic assumptions still include “we already treat everyone the same” or “discussing race is divisive”, actual practices remain inequitable (Schein, 2010). High power distance and risk-averse, hierarchical cultures, as captured by Hofstede (2011) and the CVF, reinforce a tendency to treat DEI as compliance rather than transformation (Cameron and Quinn, 2011).
The rollback trend intensifies these tensions. Following the 2023 US Supreme Court decision on race conscious admissions and subsequent political attacks on DEI, several major companies including McDonald’s, Walmart and Accenture have scaled back DEI roles, targets or language (Reuters, 2025; Forsdick, 2025; New York Post, 2025).
Sands (2025) argues that such rollbacks signal that DEI was never deeply embedded in culture, but was contingent and negotiable. Employees who joined based on strong DEI espoused values may experience this as a breach of psychological contract, undermining belonging and increasing burnout risk (Zhang et al., 2025; Liu et al., 2024).
From Martin’s differentiation perspective, rollbacks often reflect power struggles between subcultures, legal and risk functions may push for retrenchment, while HR and DEI teams argue for continued investment (Martin, 1992). Harrison’s role and power cultures amplify this dynamic when decisions are centralised and communication is top-down (Harrison and Stokes, 1992).
Case Analaysis
UK Financial Services: Role Culture, Silence and DEI Fatigue
UK financial services are classically characterised by role and hierarchy cultures strong formal structures, regulatory compliance and performance metrics (UK Finance, 2022). Reboot’s (2024a) research reveals that, despite visible DEI initiatives since 2020, many employees especially from ethnic minority groups perceive little progress, feel pressure not to talk about race and have observed cuts to DEI roles and budgets (Reboot, 2024a; Reboot, 2024b).
Through Schein’s model, this suggests a disconnect DEI artefacts like policies, awareness days, targets are present, but basic assumptions such as “we already operate a pure meritocracy”, “high performers should not complain” and “talking about race is risky” remain intact. High power distance and a strong uncertainty avoidance tendency, as identified by Hofstede, reinforce risk aversion and discourage open discussion of discrimination (Hofstede, 2011). In such environments, employees may not trust that raising DEI concerns will be heard or rewarded.
In CVF terms, many financial institutions skew towards Hierarchy Market cultures where they are rules based and performance driven. DEI is easily reframed as a compliance issue, leading to box ticking behaviours and limited experimentation (Cameron and Quinn, 2011). From Martin’s integration perspective, official narratives emphasise a single “inclusive culture”, but differentiation and fragmentation perspectives reveal subcultures e.g. trading desks vs HR—where DEI is either resisted or interpreted very differently (Martin, 1992).
The result is DEI fatigue when employees repeatedly see ambitious DEI statements but few changes in who is promoted, who is made redundant or who feels safe to speak up, they become sceptical. For minority staff and DEI champions, this mismatch breeds burnout as emotional labour and advocacy efforts collide with a stubborn role/hierarchy culture (Tellur, 2023; Wolbring and Lillywhite, 2023).
Sri Lankan Apparel: Feminised Workforce, Power Culture and Equity Gaps
Sri Lanka’s apparel sector is a major employer of women, particularly from rural backgrounds (IFC, 2023; Better Work, 2023). On the surface, gender diversity appears high. Yet research and programmes such as GEAR (Gender Equality and Returns) indicate that women are concentrated in low paid operator roles, with limited access to supervisory and technical positions, and continue to face gender-based violence, limited voice and constrained mobility (IFC, 2023; Better Work, 2023).
Using Harrison’s typology, many factories exhibit power and role cultures where supervisors and managers hold concentrated authority, rules and targets are set top down and questioning decisions can be risky (Salumaa, 2009). Hofstede’s high power distance and collectivism deepen these dynamics workers are socialised to respect authority and maintain harmony, even when conditions feel unfair (Hofstede, 2011).
From Schein’s viewpoint, some leading factories adopt artefacts such as policies on non-discrimination, health and safety and women’s empowerment, and they espouse values of “ethical manufacturing” and “world-class workplaces”. However, underlying assumptions about gender for example, that women are better suited for repetitive, low autonomy work than for leadership persist in many settings. Martin’s integration perspective can describe a cohesive factory culture, but that culture may itself be exclusionary, aligning everyone around a traditional view of gender roles rather than equity (Martin, 1992).
The GEAR programme explicitly targets these assumptions by training female operators as supervisors and working with male managers on perception and behaviour change (Better Work, 2023; IFC, 2023). This is an example of culture-level intervention: shifting not only policies but leadership prototypes and norms. Without such efforts, women workers may experience high stress, physical strain and limited progression classic conditions for burnout despite formal compliance.
Implications for HR and Leaders: Culture-Conscious DEI
To move from policy heavy to Organozational culture deep DEI, HR managers and leaders need to:
Diagnose culture explicitly
Use tools such as ODIS (De Simone et al., 2024), the CVF (Cameron and Quinn, 2011) and Harrison’s culture questionnaire (Harrison and Stokes, 1992) to understand whether their culture is primarily Clan, Adhocracy, Market, Hierarchy, power, role, task or support.
Align DEI with underlying culture or consciously rebalance it
In strong Market/Hierarchy cultures, tie DEI to risk mitigation, innovation and client expectations, while deliberately building Clan elements (e.g. mentorship, participation) to support inclusion.
Target assumptions, not just artefacts
Challenge and reframe leadership prototypes, merit narratives and “cultural fit” criteria that systematically disadvantage certain groups (Schein, 2010).
Use storytelling, role modelling and structural changes (e.g. transparent promotion panels, sponsorship schemes) to shift what is taken for granted.
Address subcultural differences
Apply Martin’s three perspectives to recognise that DEI will be experienced differently across functions and locations. Design interventions that work with, not against, local subcultures, and support DEI champions in resistant areas.
Conclusion
This articls has argued that the difference between belonging and burnout in DEI efforts is fundamentally a question of organisational culture. Drawing on Schein, Hofstede, Cameron and Quinn, Martin, and Harrison, and examining cases from UK finance and Sri Lankan apparel, it has shown that DEI is often layered on top of existing culture in the form of artefacts and statements, while underlying assumptions, power structures and national cultural norms remain undisturbed.
When cultures are dominated by Market, Hierarchy, power and role logics, and when subcultures conflict over the meaning and value of DEI, the result is DEI theatre strong rhetoric but weak change. Under these conditions, marginalised employees and DEI practitioners carry heavy emotional and political burdens, often leading to exhaustion and disengagement rather than the promised sense of belonging.
Reference List
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Cameron, K.S. and Quinn, R.E. (2011) Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. 3rd edn. San Francisco: Jossey-Bass. Available at: https://books.google.com (Accessed: 14 November 2025).
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Harrison, R. and Stokes, H. (1992) Diagnosing Organizational Culture. San Francisco: Pfeiffer & Company. Available at: https://www.businessperspectives.org (Accessed: 14 November 2025).
Hofstede, G. (2011) ‘Dimensionalizing cultures: The Hofstede model in context’, Online Readings in Psychology and Culture, 2(1), pp. 1–26. Available at: https://scholarworks.gvsu.edu (Accessed: 14 November 2025).
IFC (2023) Threads of Success: Promoting Career Progression for Sri Lankan Women. Washington, DC: International Finance Corporation. Available at: https://www.ifc.org (Accessed: 14 November 2025).
Liu, Y. et al. (2024) ‘Inclusive leadership and employee workplace well-being’, BMC Psychology, 12(1), 29. Available at: https://bmcpsychology.biomedcentral.com (Accessed: 14 November 2025).
Martin, J. (1992) Cultures in Organizations: Three Perspectives. New York: Oxford University Press. Available at: https://books.google.com (Accessed: 14 November 2025).
McKinsey & Company and Lean In (2021) Women in the Workplace 2021. Available at: https://womenintheworkplace.com (Accessed: 14 November 2025).
Morton, H.D. (2023) Exploring organizational justice, equity, diversity, and inclusion in the workplace. PhD thesis, Liberty University. Available at: https://digitalcommons.liberty.edu (Accessed: 14 November 2025).
Mumby, D.K. (1994) ‘Cultures in Organizations: Three Perspectives (Book Review)’, The Academy of Management Review, 19(2), pp. 389–392. Available at: https://www.jstor.org (Accessed: 14 November 2025).
Murray, C. (2025) ‘IBM reportedly walks back diversity policies; here are all the companies rolling back DEI programs’, Forbes, 11 April. Available at: https://www.forbes.com (Accessed: 14 November 2025).
Nasscom Foundation (2023) EmPowerHer: Women Wizards Rule Tech. Available at: https://www.researchgate.net (Accessed: 14 November 2025).
New York Post (2025) ‘IT company Accenture is the latest to scrap DEI policies’, 7 February. Available at: https://nypost.com (Accessed: 14 November 2025).
Nickerson, C. (2021) ‘Hofstede’s cultural dimensions theory’, Simply Psychology, 3 June. Available at: https://www.simplypsychology.org (Accessed: 14 November 2025).
Reboot (2024a) Race to Equality: UK Financial Services 2024. Available at: https://archive.org (Accessed: 14 November 2025).
Reboot (2024b) ‘Over a quarter of employees report elimination of diversity-focused role in past two years’, Portfolio Adviser, 26 November. Available at: https://www.por folio-adviser.com (Accessed: 14 November 2025).
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Salumaa, T. (2009) ‘Changes in organisational culture in schools’, Signum Temporis, 2(1), pp. 29–41. Available at: https://www.researchgate.net (Accessed: 14 November 2025).
Sands, S. (2025) ‘DEI rollbacks: Consequences and considerations for brand strategy’, Business Horizons. Available at: https://www.journals.elsevier.com/business-horizons (Accessed: 14 November 2025).
Schein, E.H. (2010) Organizational Culture and Leadership. 4th edn. San Francisco: Jossey-Bass. Available at: https://archive.org/details/organizationalcultureandleadership (Accessed: 14 November 2025).
Skillsoft (2022) Women in Tech Report – India Region. Available at: https://www.skillsoft.com (Accessed: 14 November 2025).
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Tellur, S. (2023) Diversity Climate, Burnout, and Employee Engagement: Considering the Moderating Effects of Positive and Negative Affect. PhD thesis, Clemson University. Available at: https://tigerprints.clemson.edu (Accessed: 14 November 2025).
UK Finance (2022) Diversity, Equity and Inclusion in the Workforce. Available at: https://www.ukfinance.org.uk (Accessed: 14 November 2025).
Wolbring, G. and Lillywhite, A. (2023) ‘Burnout through the lenses of equity/equality, diversity and inclusion and disabled people: A scoping review’, Societies, 13(5), 131. Available at: https://www.mdpi.com/2075-4698/13/5/131 (Accessed: 14 November 2025).
Zhang, S. et al. (2025) ‘Impact of perceived diversity and organisational justice on employee wellbeing: The mediating role of inclusion’, Journal of Organizational Psychology. Available at: https://www.journaloforganizationalpsychology.com (Accessed: 14 November 2025).
Shashi, your article effectively highlights how Diversity, Equity, and Inclusion (DEI) can often turn into superficial gestures instead of fostering genuine transformation. The comparisons you make between the finance sector in the UK and the apparel industry in Sri Lanka reveal the underlying cultural assumptions that contribute to employee burnout. I particularly appreciate your emphasis on the need for deeper cultural change; without it, true belonging remains out of reach. This piece serves as an important reminder that achieving sustainable inclusion requires courage, not just adherence to policies.
ReplyDeleteThank you so much for taking the time to share this thoughtful feedback. I’m really glad the article resonated with you.
DeleteYou’re absolutely right without genuine cultural transformation, DEI often becomes a checklist rather than a meaningful effort that supports people. The contrast between sectors shows how deeply cultural assumptions shape everyday behaviour, expectations, and ultimately employee wellbeing.
This is a highly insightful and timely article the effectively breaks down the critical difference performative DEI and genuine cultural change. This analysis is strengthened significantly by integrating established frameworks such as Schein’s levels of culture, Hofstede’s cultural dimensions and the Competing Values Framework (CVF) to explain why initiatives often fails to penetrate the core of an organization’s culture. This article serves as an excellent reminder that organizational culture, not just policy determines whether employees experience belonging or burnout.
ReplyDeleteAgila, thank you so much for this comment. I’m really glad the integration of Schein, Hofstede, and the CVF added value to the discussion these frameworks help us see beyond the surface and understand why DEI efforts often fail to shift the deeper cultural layers of an organization.
DeleteI truly appreciate you taking the time to read and reflect. Your comment enriches the conversation and reinforces the importance of prioritizing genuine cultural transformation.
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ReplyDeleteThis really resonates with what I've observed in workplaces. DEI policies look great on paper, but without shifting the deeper culture and assumptions, they just create cynicism. Your case examples from finance and apparel show how power dynamics undermine real progress. Thanks for this honest analysis.
ReplyDeleteThank you so much for sharing your perspective. You’re absolutely right when DEI stays at policy level without addressing the deeper culture, it often leads to frustration rather than progress. I’m glad the case examples helped highlight how power dynamics shape real outcomes. Truly appreciate your thoughtful engagement!
DeleteThis is a compelling and perceptive study that demonstrates why DEI frequently fails when it is only conceptualized. Schein, Hofstede, and Cameron & Quinn are examples of cultural frameworks that successfully illustrate how underlying presumptions and power systems influence actual results. The examples of Sri Lankan clothing and UK banking demonstrate that policies by themselves are insufficient; without addressing culture, employees suffer from disappointment and burnout rather than genuine inclusion.
ReplyDeleteThank you so much for your comment. I’m glad the use of Schein, Hofstede, and Cameron & Quinn helped clarify how deeper cultural assumptions shape the success or failure of DEI efforts. The contrasts between the Sri Lankan apparel sector and UK banking truly show that policies alone can’t create inclusion without cultural alignment. I really appreciate you taking the time to engage with the analysis.
DeleteShashi, this blog clearly shows why DEI often fails in practice. Many organisations focus on policies and campaigns but do not change deeper assumptions about power and leadership. As explained in Hofstede’s ideas, it shows how high power distance makes it hard for employees to speak up (Hofstede, 2011). The UK finance example shows a strong hierarchy and little real change (Reboot, 2024a). The Sri Lankan apparel case also proves this, as women face limits despite formal policies (IFC, 2023).
ReplyDeleteThank you so much for your insightful comment. You’ve captured the core argument really well DEI cannot succeed when organisations focus only on policies without addressing deeper cultural assumptions around power and leadership. Your connection to Hofstede, the UK finance sector, and the Sri Lankan apparel industry adds meaningful depth to the discussion. I truly appreciate you taking the time to engage so thoughtfully with the blog.
DeleteThis blog offers a concise and well-theorised analysis of why DEI often fails to translate from policy into practice. By integrating Schein’s cultural levels, Hofstede’s national dimensions, the CVF, Martin’s perspectives and Harrison’s typologies, it convincingly demonstrates that DEI remains superficial when underlying assumptions and power structures go unchallenged.
ReplyDeleteThe comparison between UK financial services and Sri Lanka’s apparel sector effectively illustrates how cultural context and subcultural dynamics shape DEI outcomes. The discussion of “DEI theatre” is particularly insightful, capturing the disconnect employees experience between formal commitments and lived realities.
Overall, the argument that sustainable DEI requires cultural diagnosis, structural alignment and deeper shifts in leadership assumptions is well supported and analytically strong.
Charith, thank you so much for this detailed feedback. I really appreciate how clearly you’ve engaged with the theoretical layers from Schein and Hofstede to CVF, Martin’s perspectives and Harrison’s typologies. Your comment reinforces the central point that DEI fails when organisations address symptoms through policies but avoid challenging the deeper assumptions and power structures driving behaviour.
DeleteI’m glad the comparison between the UK finance sector and Sri Lanka’s apparel industry helped illustrate how cultural and subcultural dynamics shape outcomes in very different ways. Your recognition of DEI theatre also captures the gap many employees experience between what organisations promise and what they actually practise.
Thank you again for taking the time to reflects.
You've perfectly explained why Diversity, Equity, and Inclusion efforts often cause burnout instead of belonging. It's because companies focus on policies on paper but fail to change the deeper cultural assumptions and power structures.
ReplyDeleteThank you so much for your comment. You’ve captured the core idea exactly DEI creates burnout when organisations focus on policies rather than addressing the deeper cultural assumptions and power dynamics that shape everyday behaviour. I really appreciate you engaging with this point so clearly !
DeleteSashie, this article well explained and offers a rigorous analysis of why Diversity, Equity, and Inclusion (DEI) efforts frequently fail when they focus on policy instead of culture.
ReplyDeleteThe most compelling point is the emphasis on Schein’s underlying assumptions as the “hidden engine” determining whether DEI achieves belonging or merely performs symbolic compliance.
The article effectively captures a structural truth: unchallenged beliefs about merit, authority, and leadership quietly overpower formal DEI artifacts (like policies and training).
By integrating multiple cultural frameworks and contrasting cases (UK finance vs. Sri Lankan apparel), the discussion offers valuable insight for HR practitioners to more focus on culture-deep DEI transformation.
Thank you very much for this feedback. Your point about structural beliefs around merit and authority overriding formal DEI artefacts is especially important. These quiet but powerful assumptions often undo even the most well-designed initiatives. I’m also glad the comparison between UK finance and Sri Lankan apparel helped illustrate how context shapes the success or failure of DEI strategies.
DeleteThank you again for engaging so meaningfully with the piece your insight adds real depth to the conversation on culture first DEI transformation
True DEI is not about harvesting diverse perspectives for corporate gain, but about dismantling the silent systems that demand unpaid labor from those same individuals. The ultimate measure of a modern organization's commitment is not the diversity of its hires, but how equitably it distributes the cost of building a culture where they can truly belong.
ReplyDeleteThank you for sharing such a powerful reflection. You’ve articulated an essential truth DEI cannot be reduced to simply benefiting from diverse perspectives while placing the emotional and cultural labour back on those very individuals. Real commitment shows up in how fairly an organisation distributes the responsibility of creating a culture where people feel safe, valued, and able to belong without carrying extra burdens.
DeleteI really appreciate this perspective it adds a meaningful layer to the conversation about what genuine, modern DEI should look like.
Your article does an excellent job of showing how Diversity, Equity & Inclusion initiatives can sometimes remain surface-level rather than driving meaningful change. Your comparisons between the UK finance sector & Sri Lanka’s apparel industry clearly highlight how underlying cultural assumptions can lead to employee stress and disengagement.
ReplyDeleteThank you so much for your thoughtful reflection. I’m really glad the comparison between the UK finance sector and Sri Lanka’s apparel industry helped illustrate how deeper cultural assumptions often shape the real employee experience. When DEI stays at the surface level, it can unintentionally create more stress instead of support. I truly appreciate you taking the time to engage with the analysis and share your perspective it adds meaningful value to the conversation.
DeleteThis is a powerful and necessary analysis. Your explanation of "DEI theatre" using Schein's model perfectly captures the frustration so many employees feel. It brilliantly shows how policies and statements become meaningless when the underlying assumptions about power and merit remain unchanged.
ReplyDeleteThe blog emphasizes targeting underlying assumptions. What is one practical, everyday action a manager can take to start challenging these deep-seated beliefs within their team?
Thank you so much for this thoughtful comment . I really appreciate how deeply you’ve engaged with the idea of DEI theatre. You’re absolutely right when assumptions about power and merit stay untouched, even the best-written policies lose their meaning for employees.
DeleteTo your question, one practical, everyday action a manager can take is to actively model Power-Sharing through intentional listening.
For example, during discussions, a manager can consciously pause their own viewpoint and invite the least heard voices in the room to speak first and then act on those inputs. This simple behaviour disrupts the automatic hierarchy that often silences people, and it slowly reshapes assumptions about whose voice matters.
Thank you again for raising such an important question. It pushes the conversation from theory into real practice.
What really stands out in this blog is how clearly it shows that DEI fails not because of weak policies, but because deeper cultural assumptions are left untouched. Your use of Schein’s model makes this point especially powerful highlighting how organizations often stay at the artefact level while the real barriers sit in the underlying beliefs about merit, authority and “fit.” It’s a strong reminder that meaningful inclusion only happens when leaders are willing to challenge those hidden assumptions, not just update the policy handbook.
ReplyDeleteThank you so much for this insightful reflection. You’ve captured the core message with great clarity DEI doesn’t fall short because organisations lack policies, but because the deeper cultural assumptions remain untouched. I’m glad Schein’s model helped illustrate the gap between visible commitments and the invisible beliefs that actually shape behaviour.
DeleteYour point about leadership is especially important. Real inclusion only happens when leaders are willing to question long held assumptions about merit and fit, rather than relying on policy updates to create change. I truly appreciate you taking the time to engage so thoughtfully with the blog.
This blog offers an extraordinarily deep and insightful discussion on why DEI usually remains on the level of superficial gestures, and I have found your blend of various cultural models especially compelling. Using Schein and Hofstede combined with the Competing Values Framework and Martin coupled with the typology provided by Harrison, you can clearly show that the failure of DEI is not usually about poorly written policies - it is about mismatched assumptions, power dynamics, and subcultural conflict. In particular, the case analyses are appealing. The comparison of financial services in the UK, and the apparel industry in Sri Lanka is a good indicator of how fatigue in DEI and equity gaps are revealed in different ways based on different cultures of role, power, and hierarchy. You have also made a timely argument, which is on the breach of the psychological contract when DEI rollbacks were made. On the whole, this blog is a valuable, critical and scholarly detailed explanation of why the DEI success relies not on the superficial artefacts but on the deep cultural change.
ReplyDeleteThank you so first for the feedback. I truly appreciate the way you’ve engaged with the different cultural models Schein, Hofstede, CVF, Martin, and Harrison and how you’ve connected them to the core argument of the blog. Your summary captures the central issue perfectly DEI fails not because the policies are inadequate, but because the cultural assumptions, power dynamics, and subcultural tensions underneath remain unaddressed.
DeleteI’m especially glad the cross-sector case analysis resonated with you. The contrast between UK finance and Sri Lanka’s apparel sector was meant to show exactly what you noted that DEI fatigue, inequity, and psychological contract breaches manifest differently depending on the cultural architecture of the organisation.
Thank you again for such a rich reflection. Your comment strengthens the discussion and brings real scholarly depth to the conversation on culture driven DEI transformation.
This blog offers an interesting explanation of why Diversity, Equity, and Inclusion (DEI) programs are ineffective most of the time and the importance of organisational culture is pivotal. It uses the three levels of culture that were developed by Schein and dimensions of Hofstede, the Competing Values Framework, and Martin and views of Harrison to convincingly argue that DEI regularly remains on the artefact and espoused-value level, and that the underlying assumptions and power structures have not changed. The case studies of the UK financial services and the Sri Lankan apparel are useful in representing how hierarchal culture, as well as power-driven cultures hinder the process of translating the DEI policies into lived experiences. According to Schein (2010), this is due to the fact that culture is a deeper level of basic assumptions and beliefs, which actually directs behavior. The given insight contributes to the need of culture-conscious solutions that address the assumptions, subcultures, and leadership archetypes instead of enacting policies. On the whole, the blog shows the necessity of integrating DEI into the primary frameworks and principles in organisations to avoid cynicism, burnout, and DEI theatre.
ReplyDeleteHi Diyathna, Thank you for sharing your comment. I really appreciate the way you’ve woven together the different cultural lenses and linked them back to the practical challenges organisations face when trying to move DEI from intention to reality. Your observation about DEI getting stuck at the artefact and espoused value level is especially insightful it captures exactly why so many initiatives look impressive but feel hollow to employees.
DeleteYou’ve articulated the need for culture aware approaches very clearly, and your point about addressing assumptions and subcultures rather than just updating policies is an important one.
Strong, timely piece clear, well-sourced, and unflinching about the cost of “DEI theatre.” I appreciated how you layered Schein, Hofstede, CVF, Martin and Harrison to show why policies fail when assumptions and power remain intact. The UK finance and Sri Lankan apparel contrasts make the argument vividly practical. Your emphasis on diagnosing culture and targeting assumptions (not just artefacts) is exactly the stepwise prescription organisations need to prevent cynicism and alleviate the emotional labour DEI places on marginalised staff.
ReplyDeleteThank you so much for the comment. I really appreciate how clearly you’ve engaged with the multi-framework approach .Your point about culture diagnosis is spot-on. Without understanding the underlying assumptions and subcultural dynamicsThank you again
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ReplyDeleteThis article does a good job of showing how lack of belonging and hidden cultural pressures can lead to burnout and disengagement at work. The emphasis on respect, inclusion, and supportive workplace culture underlines why organizations must attend to employee well‑being beyond just performance targets. Explaining how culture shapes feelings of belonging and mental health gives a strong foundation for understanding workplace dynamics. Overall, it’s a meaningful and timely contribution to discussions on healthy work culture and staff welfare.
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