Equality, Diversity & Inclusion and Psychological Safety: The Real Measure of Success

In today’s complex organisational landscape, Equality, Diversity, and Inclusion (ED&I) have moved from being compliance checkboxes to critical drivers of business success. While companies often celebrate achieving diversity KPIs or winning awards, the real test of ED&I efforts lies in how people feel in the workplace. Do employees feel psychologically safe to express themselves, challenge ideas, and collaborate effectively with diverse colleagues—including those who are neurodivergent?

The Link Between Psychological Safety and ED&I

Psychological safety, a term popularised by Harvard Business School professor Amy Edmondson (1999), refers to an environment where individuals feel safe to take interpersonal risks without fear of punishment or embarrassment. In inclusive workplaces, psychological safety is crucial—it allows employees from all backgrounds, identities, and neurotypes to contribute fully.

A growing body of research highlights the positive impact of diversity on team performance. A McKinsey report (2020) found that companies in the top quartile for ethnic and gender diversity were 25% more likely to have above-average profitability. However, without psychological safety, diverse teams can struggle with cohesion, as differences in perspectives and working styles may lead to misunderstandings and frustration.

Beyond Recruitment: Building Inclusive Teams

Many organisations focus on hiring diverse talent but then fail to prepare existing teams to work effectively with colleagues who think, communicate, or operate differently. This is particularly relevant when it comes to neurodiversity—employees with ADHD, Autism, Dyslexia, and other conditions bring immense strengths but may also require different communication or collaboration approaches.

It’s normal to experience frustration when working with someone who has a different way of processing information or interacting. The key is not to suppress frustration but to create mechanisms to address it constructively. Organisations must invest in:

• Training and Awareness – Providing education on neurodiversity, micro-agressions, unconscious bias, and inclusive communication.
• Strategic Alignment – Integrating ED&I principles across HR, Learning & Development (L&D), Safety, Health, Environment, and Quality (SHEQ), and even supply chain partners.
• Leadership Commitment – Ensuring board-level sponsorship and embedding psychological safety in leadership development programs.

Measuring Success: Feeling Included, Not Just Being Included

While metrics and awards signal progress, the ultimate measure of ED&I success is how employees feel. Leaders must ask:

• Do employees feel safe speaking up in meetings?
• Are neurodivergent individuals comfortable requesting accommodations?
• Do diverse teams collaborate effectively without fear of judgment?
• Is there a forum to discuss any of the opportunities or frustrations?

By fostering psychological safety alongside ED&I efforts, organisations don’t just create inclusive workplaces—they unlock innovation, improve retention, and drive sustainable business success.

Recently we have been designing interventions based on the principle of people being books:

This takes the idea that each person is a unique book and promotes conversations to challenge stereotypes, prejudice, and discrimination. Instead of borrowing books, visitors can “borrow” people——who share their real-life experiences and personal stories.

How It Works:

1. Visitors (Readers) choose a human book from a catalogue based on a topic of interest (e.g., mental health, disability, religion, LGBTQ+, refugee experiences, addiction, different departments etc.).
2. They engage in an open, respectful, face-to-face conversation with the human book and a cup of tea or coffee.
3. The goal is to promote understanding through questions and active listening, break down biases, and foster empathy through dialogue.

Purpose & Impact:

• Creates a safe space for dialogue about difficult topics.
• Encourages active listening and challenges preconceived notions.
• Helps build social cohesion and inclusivity.

What do you think of this approach in the workplace where people have the time and safe space to learn more about each other?

Are we truly listening to how people feel in our workplaces, or are we satisfied with surface-level wins? 

References

• Edmondson, A. C. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2), 350-383.
• McKinsey & Company. (2020). Diversity Wins: How Inclusion Matters. Retrieved from www.mckinsey.com
• Deloitte. (2021). The Inclusion Imperative: How to Drive Real and Measurable Change in Diversity & Inclusion.Retrieved from www2.deloitte.com