Integration and inclusion are both widely used methods to build an organizational culture, but they lead to different results in workplace culture. Integration is about bringing diverse individuals into existing cultures with established rules, values, and systems, making only limited adjustments to that culture. While this may improve representation and showcase diversity, it doesn’t always create an environment where everyone feels equally valued. Inclusion goes further than integration by reshaping the culture to ensure everyone feels recognized, supported, and able to contribute to a shared culture. Inclusion means diversity isn’t just present—it’s celebrated and embraced as part of the organization’s DNA.
To create a truly inclusive environment, active engagement is key. It’s no surprise that leaders play a crucial role by modeling inclusive behaviors, encouraging diverse perspectives, and promoting a culture of continuous rethinking. Training programs that address unconscious bias and improve intercultural competence are also essential for making inclusive cultures a reality. These efforts, combined with policies that ensure equitable treatment and opportunity, create a workplace where people of all backgrounds feel they belong and can succeed (Vislie, 2003).
Creating an inclusive culture is challenging on its own, and the role of national culture in shaping inclusion can’t be overstated. Certain cultural values make it easier to foster an inclusive environment, while others can create challenges. For instance, in cultures that value low power distance and high collectivism, inclusion often feels natural because these values emphasize equality and group collaboration (Stoermer, Bader, & Froese, 2014). In contrast, cultures with high power distance or traditional gender roles may resist inclusion, favoring established norms and hierarchical structures. Similarly, cultures with high uncertainty avoidance, which prefer defined roles and predictable systems, may find open and inclusive practices challenging.
In these cases, organizations need to adapt their approach to inclusion. For organizations in high power distance cultures, securing leadership buy-in is crucial, as employees tend to follow the example set by managers (Stoermer, Bader, & Froese, 2014). In cultures that value certainty, organizations can provide structure by clearly communicating inclusion goals and expectations. These examples illustrate more traditional, individualistic, and conservative work environments where the concept of inclusion might face resistance. The first step to successfully adapting an inclusive culture is creating awareness of the need for inclusion while acknowledging existing norms and values—a challenging task.
To build a workplace that truly values diversity, organizations should hold themselves accountable by tracking progress toward their diversity and inclusion goals. Today’s workplace requires an intercultural lens, which adds to the challenge but is worth the effort. An inclusive climate improves job satisfaction, reduces conflict, and enhances knowledge-sharing, ultimately driving creativity and growth (Vislie, 2003). Achieving an inclusive organizational culture demands a global mind. One that recognizes, respects, and adapts to diverse cultural perspectives. In turn, an inclusive organization culture will empower organizations to embrace the full potential of their people in an interconnected world.