The idea of belonging is not new to diversity and inclusion. In fact, belonging is very integral to inclusion—in order to help an individual feel included, you first must find ways to help them feel like they belong. Early literature and studies on inclusion offered differing opinions on how inclusion should truly be defined. Most studies, however, agreed that inclusion was comprised of at least the elements of “belongingness” and “uniqueness.” Later research by Catalyst confirms that both belongingness (defined as the perception that one feels a part of a group) and uniqueness (defined as the perception that one is distinct from others and that others value that distinctiveness) are both critical factors for inclusion.
In all seriousness, this new term seems to indicate the incestual relationship between woke scholarship and corporate environments have gone unchecked for too long. The world that HR Diversity and Inclusion programs permeating corporate America are trying to construct need to deconstruct the previous one first. The articles that are published via knowledge.wharton.upenn.edu are eerily reminiscent of Orwell.
Even the CEO is pressing hard on this new narrative.
Our CEO, Mike Corbat, has really pushed us on our diversity, inclusion and belonging agendas. And it really comes from, what does he preach, what comes out of his mouth, how does he execute against the things that we see around us.
Then you find the ambiguous world of affinity groups.