INTRODUCTION
How often do we hear about Diversity & Inclusion, but what is our real relationship with this frequently cited pairing? How does our brain react to diversity, and how can we train it?
Neuroscience is constantly working to shed light on the mechanisms underlying our conscious and unconscious behaviour. Understanding how we function can help us take actions and adopt behaviours that truly align with our values, fostering greater well-being and supporting the sustainability of the systems we belong to.
How has D&I changed over time?
THE PAST: AN ERA OF OVERLOOKED AWARENESS
What do we mean today when we think of diversity? And what comes to mind when we hear the word inclusion?
Today we hear them spoken together countless times, associating them with the essential need for equality, respect, protection, and fairness.
Yet none of us forgets how hard it was to bring the value of diversity to light, nor the difficulty of protecting it even now. Bringing diversity and inclusion together is not, and never has been, simple.
Neuroscience shows us that our brain naturally tends to seek homogeneity and be suspicious of what we perceive as different.
We are therefore physiologically predisposed to form an in-group, made up of those who resemble us most, and to reinforce its worth by contrasting it with an out-group, whose most divergent traits we tend to exaggerate.
This happens because we evolved from an animal species that was preyed upon and exposed to threats of all kinds. It had to ensure its survival through immediate fight, flight, or freeze reactions.
As a result, over time our minds developed and reinforced fast, instinctive mental shortcuts to protect ourselves, defend ourselves, and quickly decide whom to trust.
There is an older, reptilian part of our brain that activates automatically and responds on our behalf, well before rational thought takes over.
For millions of years, this refined mechanism helped us simplify complexity and survive to this day. We still carry it with us like a filter over our eyes; shedding it is not easy. It is an evolutionary legacy from our animal origins.
For a very long time, we viewed and described ourselves as quintessential rational beings, strategic and analytical thinkers, even though our intuition had always been in charge. It frequently led us to exclude one another, to fail to truly see each other, to judge in order to simplify, and to jump to conclusions far too quickly—fuelling prejudice and stereotypes driven by gender, ethnicity, religion, language, physical appearance, and physical or cognitive abilities.
We were profoundly blind to inclusion, and at times we embraced it merely by applying superficial rules, without acknowledging the filters shaping our perspective.
For instance, many organisations practiced significant gender discrimination in hiring and pay for decades. Leadership roles were largely reserved for men, and corporate policies lacked awareness of the need for an inclusive working environment. Even when rules were eventually introduced to support greater equity, their impact remained limited and cultural change proved superficial.
TODAY: UNDERSTANDING HOW WE WORK, A STEP TOWARDS INCLUSION
Over time, however, a fundamental shift emerged in how we view diversity and inclusion in organisations.
First and foremost, we realised that we are by no means guided by an ever-present light of reason. In fact, reason developed much later in our evolution; what has ensured our survival throughout history has always been our instinctive capacity to feel and the speed of mental shortcuts that lead us to simplify in order to produce rapid, albeit imperfect, responses.
What happens, though, when these shortcuts lead us to accentuate and stereotype differences?
Recent neuroscientific findings show that our brain responds to social exclusion with a reactive pain response. Neuroimaging techniques make it clear that those who feel excluded experience sensations equivalent to physical and emotional pain. The brain activates the very same neural circuits.
On the other hand, feeling accepted and included triggers the release of hormones such as oxytocin and dopamine, which foster motivation, creativity, and the pursuit of positive, lasting outcomes.
Inclusion builds a social environment where people feel valued and respected, thereby enhancing group cohesion and the exchange of ideas.
Today, the importance of inclusion is evident not only to those with sensitivity and good sense, but also to anyone focused on an organisation’s productivity goals.
Equally clear is the need to develop awareness to achieve this. Well-designed policies are not enough; what is needed is a change of mindset.
THE FUTURE: NEUROPLASTICITY AND INTENTIONAL INCLUSION
Today, diversity inclusion is discussed across many spheres of society, including work, education, culture, and everyday life.
We envision inclusive environments as spaces where every individual is respected, valued, and has access to the same opportunities as others, regardless of personal differences. Diversity is a value that enables evolution through the union and integration of different perspectives, backgrounds, and personal qualities.
In the future, we envision that celebrating diversity will move beyond common categorisations based on gender, age, ethnicity, or geographical origin, striving instead for an approach centred on individual talents.
From this progressive perspective, society will place greater value on what each person brings to the table in terms of unique skills, expertise, and viewpoints, designing tailored development journeys to bring out the qualities each individual can express.
Talents will no longer be seen as we view them today, but as multiple potentials to be nurtured so that everyone is empowered to offer their highest contribution.
Neuroscience research supports us in understanding how to adopt more conscious approaches to embracing diversity.
The future of workplace inclusion is tied to awareness and intentional action.
Neuroscience demonstrates that our brain is plastic, meaning it can change and adapt over time.
To foster inclusion, we choose to work on our brain’s neuroplasticity. We can do this by keeping 3 fundamental goals in mind:
- KNOWING OURSELVES: being conscious of our inclinations and automated reactions enables us to act more mindfully.
- KNOWING OTHERS: learning to know others authentically by practising empathy and cognitive flexibility allows us to build relationships grounded in trust and mutual understanding.
- BUILDING BRIDGES: choosing to act as role models for inclusion, designing behaviours that bridge differences and encouraging the sharing of best practice.
Awareness and intentional action will be at the heart of this transformation, serving as the foundation upon which an inclusive and sustainable culture is built.
At Hermes, we are committed to supporting this change, working alongside people and organisations to implement sustainable business models and cultivate an open-minded culture.
The responsibility of organisations like ours is to create a circular economic system dedicated to the well-being of people and society.
How can we, individually and collectively, help build bridges across differences and move beyond the automatic habits of the past? The challenge lies before us, and the answer is found in the choices we make today.
