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“They’re great at their job, but they struggle with ‘professional norms.’” We frequently hear this critique leveled at three groups: Early-career talent (Gen Z) entering the workforce with limited work histories or opportunities to observe traditional office dynamics. Newcomers to North America navigating implicit, low-context workplace expectations for the first
https://dialectic.solutions/wp-content/uploads/2026/09/Undercutting-credibility.mp4 We often notice two polar opposite communication habits in emerging talent: Over-apologizing (“Sorry to bother you,” “Sorry, dumb question…”), which shrinks authority and confidence. Failing to apologize when harm has been done, which erodes trust and team cohesion. By teaching employees how to deliver ONLY genuine, necessary apologies,
We hear this regularly from managers attempting to coach early-career talent. The knee-jerk reaction to feedback is often defensiveness, interrupting, or making excuses, which halts professional growth instantly. Receiving constructive feedback gracefully is rarely an innate skill. It has to be developed! Early-career employees need explicit tools to: Listen without
https://dialectic.solutions/wp-content/uploads/2026/09/workplace-housekeeping.mp4 Who erases the whiteboard and straightens the chairs? Who reorganizes files in the messy shared drive? Too often, workplace housekeeping – both physical and digital – falls on women and administrative staff. This “non-promotable work” is an equity issue! It has long-term career consequences. Professional maturity means recognizing that
https://dialectic.solutions/wp-content/uploads/2026/09/awkward-or-inappropriate-workplace-interactions.mp4 From oversharing in Monday morning check-ins to unintentionally crossing lines during casual small talk, subtle communication missteps create friction across teams. The Inspector: “How much did you spend on that vacation?” The Political Commentator: “I would never vote for that idiot!” The Unsolicited Body Critic: “Wow, you look so
https://dialectic.solutions/wp-content/uploads/2026/09/Manager-engagement-has-dropped.mp4 Since 2022, manager engagement has dropped by nine points (https://bit.ly/SGW-2026), and it tends to decline with larger spans of control (https://bit.ly/4zNFMyL), according to Gallup. Why? Because managing more people usually means spending less time on strategic leadership and more time on putting out tiny fires. This problem is of
https://dialectic.solutions/wp-content/uploads/2026/08/Workslop-is-quietly-destroying-team-productivity.mp4 Defined as AI-generated content that looks polished on the surface but is bloated, unhelpful, or low-quality, “workslop” is clogging up inboxes everywhere. The core problem? Most organizations handed out AI tools without teaching employees evaluative judgment. When someone dumps unedited AI outputs onto their team, they’re shifting the mental
https://dialectic.solutions/wp-content/uploads/2026/08/Most-Teams-Think-AI-Is-Neutral.mp4 In reality, it defaults to a Western lens and boosts majority opinions, which creates massive knowledge gaps for global businesses. When you ask an LLM to draft marketing copy, analyze customer feedback, or evaluate strategy, it doesn’t give you a neutral, universal perspective. It gives you the default setting
When you prompt a Large Language Model (LLM), it scans billions of pages of text to predict which word has the highest probability of coming next. It is a world-class “auto-complete” machine, not a logic machine. Why does this matter? Because AI doesn’t “know” if a conclusion makes sense –
Most AI training teaches employees how to write prompts, not when to trust the output. The result? ✉️ High-risk client emails sent with mistakes. ⚠️ Sensitive data fed into public models. ⌛️ Hours wasted trying to get AI to do high-judgment work it can’t handle. If you’re an L&D or
📍 The journey toward neuroinclusion starts with awareness. The first step is basic training on neurodiversity for managers and teams. Why it matters: ➤ It raises understanding of different ways people think, learn, and process information. ➤ It challenges assumptions about “normal” and helps leaders recognize hidden barriers. ➤ It
❌ Myth: Neurodivergent means autistic. ✅ Fact: Neurodivergence encompasses any differences in neurological development or functioning that diverge from the “typical.” This can include dyslexic or dyspraxic people, ADHDers, Autistic people, and folks with intellectual or learning differences or mental health conditions. 👉 Why does this matter?Leaders need to think
❌ Myth: Person-first language (“she has autism”) is most respectful. ✅ Reality: The way to respect someone is to ask them how they want to be referred to. Many neurodivergent people prefer identity-first language (“she’s Autistic”). Why does this matter? 💬 Language is not one-size-fits-all. When leaders assume there’s a
Imagine attending a dinner in another country – you wouldn’t expect the food, customs, or language to be the same as home. You’d approach the experience with curiosity and humility. Organizational psychologist Ludmila Praslova, Ph.D., suggests we bring the same mindset to neuroinclusive leadership. She frames neurodivergence as a culture
The Invisible Disabilities Association started Invisible Disability Awareness Week to bring awareness to the prevalence and impacts of non-apparent disabilities. 👉 About 80% of people who have disabilities have non-apparent ones, including medical conditions like chronic pain and diabetes, mental health conditions like bipolar disorder or depression, and learning disabilities
The EY Global Neuroinclusion at Work Study 2025 reveals that just 25% of neurodivergent professionals feel truly included at work today. Without changes, the impact of colleague behaviors threatens to stifle innovation and prolong disengagement. More than a third (39%) of neurodivergent professionals report an intention to leave their current
Most workplaces are built on neuronormativity – the assumption that there’s one “right” way to think, learn, communicate, or work. But truly neuroinclusive leadership starts with a mindset shift: ➤ Redefining “normal” as a broad spectrum of human brains, behaviors, and strengths. ➤ Recognizing that different processing styles, communication preferences,
1. Microlearning Focuses on Specific, Observable Behaviours Instead of saying “Build trust”, it says: “In your next meeting, thank someone for raising a concern, even if you disagree.” Learners get clear actions they can immediately apply, reducing ambiguity around what “being safe” actually looks like. 2. Normalizes Common Mistakes Without
Conventional training on difficult conversations usually offers step-by-step models, with heavy emphasis on the “right” words to say and in what order. Leaders are expected to carry this blueprint into everyday conversations and apply it as a new skill. This often fails for a few reasons: 1. Low-stakes practice is
https://dialectic.solutions/wp-content/uploads/2025/10/MYTH-Rip-Off-the-Band-Aid.mp4 ❌ Myth: Rip Off the Band-Aid The best way to handle a difficult conversation is to “rip off the Band-Aid” and get it over with. ✅ Reality: Rushing in without preparation often makes the situation worse. Taking time to reflect, gather facts, and set the tone leads to far
1. Prepare and self-reflect: Identify and process any strong emotions first. What buttons of mine are being pushed? Is my reaction proportional? What do I want to accomplish here? Considering the timing, the setting, and the tone of the conversation is also key to success. 2. Objectively describe the situation:
Your two high performers are openly undermining each other in meetings and pulling colleagues into factions. You need to address this dynamic, but they’re both sensitive to criticism and you need them on top of their game for a conference happening next week. What would you do? Discuss things now
❌ Myth: Listening = Agreeing Listening without correcting the person means you agree with them. ✅ Reality: Listening without correcting the other person helps you fully understand them, which opens the door to solutions. The other person’s perspective is not something that you should try to correct – it’s the
In 2024, manager engagement fell from 30% to 27%, according to Gallup. Engagement among managers under the age of 35 fell even more steeply – by five percentage points, and female manager engagement dropped by a whopping 7 points. What’s going on? Managers have found themselves caught in the middle—juggling shifting
Jack Zenger and Joe Folkman analyzed the responses of 2,700 respondents to a Harvard Business Review survey. What they found is that virtually every employee wanted more feedback. Of those who value corrective feedback, nearly two-thirds agree that “my performance and possibilities for success in my career would have increased
https://dialectic.solutions/wp-content/uploads/2025/10/Effective-communication-supports-employee-engagement.mp4 Effective communication has been consistently shown to enhance employee engagement by fostering a supportive and transparent work environment (Men, et al., 2020). A big part of what makes conversations “effective” is when they are two-way, allowing employees to feel that their opinions are valued and considered. This is shown
https://dialectic.solutions/wp-content/uploads/2025/10/myth-good-equals-feels-good.mp4 ❌ Myth: Good = Feels Good A successful difficult conversation ends with everyone feeling good. ✅ Reality: Sometimes, the best outcome is clarity, not comfort. You can set expectations, agree on next steps, and still have tension in the air. That’s okay. The point isn’t to erase discomfort. It’s
https://dialectic.solutions/wp-content/uploads/2025/10/5-keys-to-difficult-conversations.mp4 Every leader faces tough conversations about performance, behaviour, or workplace conflict. Conversations about these issues are not one-off events – they’re a continuous process that’s central to leadership relationships. Following a structured approach to difficult conversations can help leaders get over the initial panic of “What do I say?”
https://dialectic.solutions/wp-content/uploads/2026/01/Psychological-Safety-You-might-need-this-program-if.mp4 1) People Don’t Listen To Each Other If team members frequently dismiss ideas or ignore different viewpoints, trust erodes over time. Leaders can foster psychological safety by making it clear that everyone is expected to contribute to the discussion and every idea will be considered with respect. When a
Why does psychological safety matter? It builds resilience in times of change ✅ Teams with psychological safety navigate crisis and uncertainty more effectively. ✅ During COVID-19, healthcare workers who felt supported showed significantly lower levels of stress, burnout, and PTSD. ✅ Safety supports agility, collaboration, and clear thinking when stakes
Why does psychological safety matter? It strengthens inclusion and belonging! ✅ People speak up more when they feel seen, respected, and valued. ✅ Psychological safety benefits everyone, but it’s especially powerful for employees from underrepresented groups. ✅ It enables diversity to translate into better collaboration and decision-making. See how Learning
https://dialectic.solutions/wp-content/uploads/2026/01/Easy-First-Step-Model-Vulnerability.mp4 Showing you’re human makes it safe for others to do the same. Say: “I don’t have all the answers” or “I made a mistake on that, here’s what I learned.” Learn and apply soft skills with Learning Snippets. See how they work: https://bit.ly/LSInAction Linkedin Follow us on LinkedIn
https://dialectic.solutions/wp-content/uploads/2026/01/MYTH-Psychological-safety-is-in-opposition-to-accountability.mp4 ❌ MYTH: Psychological safety is in opposition to accountability. ✅ REALITY: Accountability is ‘psychological ownership’ which is dignifying and allows people to ‘own’ their part in the team’s success. It is not ‘punishment’ for doing wrong or taking risks. When you understand accountability with this frame, it’s easier to
https://dialectic.solutions/wp-content/uploads/2025/10/Pick-Effective-Training.mp4 How can you pick effective training from a sea of bland options? Look for: Behaviour-based, not buzzword-based: Learning Snippets teaches specific, observable actions and strategies. It focuses on what people should do differently, not just what to believe. Experiential and interactive: Learning Snippets involves practice, feedback, and reflection, not
Previous Next The Psychological Safety Learning Snippets program was built for: 1) People Managers and Team Leads They’re the ‘first line’ of leadership. They have daily opportunities to respond to questions or new ideas, to manage performance, and to hold people accountable. These leaders set the tone for team culture
https://dialectic.solutions/wp-content/uploads/2025/10/Easy-First-Step-Thank-people-for-speaking-up.mp4 Thanking people for speaking up reinforces that raising issues is welcome, not risky. Even if you disagree, say: “I appreciate you bringing that up.” Learning Snippets help you learn and apply soft skills. Learn how they work: https://bit.ly/LSInAction Linkedin Follow us on LinkedIn
Previous Next Leaders might know that they want to create psychological safety, but it doesn’t bring them any closer to knowing how, exactly. Awareness doesn’t automatically translate into knowing what to do differently day-to-day. That’s because the behaviours that create or erode psychological safety are often: Subtle: A raised eyebrow,
https://dialectic.solutions/wp-content/uploads/2025/10/Power-blind.mp4 Psychological safety requires an appreciation of power. You can’t build psychological safety if your leaders are ‘power-blind.’ Leaders need a foundational understanding of the risks inherent in employees sharing/dissenting/innovating and of their own relative power (by virtue of their role/position, but also through other identity factors like socio-economic status,
Psychological safety doesn’t happen overnight. Leaders need learning and practice opportunities to respond in ways that build psychological safety and to identify tendencies/habits/styles that undermine it. Learning Snippets help leaders practice behaviours that create psychologically safe workplaces. https://bit.ly/LSPsySafe Linkedin Follow us on LinkedIn
https://dialectic.solutions/wp-content/uploads/2025/10/Easy-First-Step-Listen.mp4 Signal that input is expected, not extra. Ask: “What’s your take?” or “What concerns do you see here?” Learning Snippets help you learn and apply soft skills. Learn how they work: https://bit.ly/LSInAction Linkedin Follow us on LinkedIn
Leaders set the tone: through what they say, how they react, and what they reward. Psychologically safe leaders admit mistakes, invite input, and stay calm under pressure. They foster openness and trust, creating a climate where people do their best work, even in crisis. Investing in manager training and leadership
https://dialectic.solutions/wp-content/uploads/2025/10/Easy-First-Step-Normalize-Asking-Questions-1080×1080-1.mp4 Reward curiosity, not just confidence. Say: “That’s a great question, thanks for raising it.” Learning Snippets help you learn and apply soft skills. Learn how they work: https://bit.ly/LSInAction Linkedin Follow us on LinkedIn
When safety is low, people hide errors; when it’s high, they report and learn from them. Amy Edmondson’s research found more errors in “low-reporting” hospitals—not fewer—because staff were afraid to speak up. Read more. Toyota’s “stop the line” policy is a classic example of safety driving real-time learning and accountability. Read more.
Psychological safety isn’t a policy. You can’t build psychological safety in an organization through policy, or even through communicating it as a “value” to all employees. It has to be built top-down, starting with leaders. Learning Snippets help leaders practice behaviours that create psychologically safe workplaces. https://bit.ly/LSPsySafe Linkedin Follow us
Previous Next 1) Employees demand skills development. According to a report from Seismic, a striking 96% of millennials and Gen Z professionals view access to skills development as extremely important. Organizations failing to recognize and respond to this expectation risk significant talent drain, with 61% of professionals considering new job
https://dialectic.solutions/wp-content/uploads/2025/10/Common-misconception-psychological-Safety-Weakness.mp4 Some people misunderstand psychological safety as a way of “coddling” or “weakening” employees, often because they confuse it with being overly permissive or avoiding accountability. This assumption often has a generational aspect, with younger employees who value psychological safety being perceived as “soft” or overly sensitive to the events
https://dialectic.solutions/wp-content/uploads/2025/10/why-it-matters-psychological-safety-boosts-well-being-and-engagement.mp4 ✔ Psychological safety supports mental health and employee engagement✔ Safety is directly linked to higher workplace health scores✔ When employees feel safe, they’re more likely to seek help, talk about mental health, and advocate for others A Mental Health America study showed that psychological safety strongly correlates with overall
✔ Google’s Project Aristotle found it was the top predictor of effective teams, beating out technical skills or team composition. ✔ Psychologically safe teams generate more revenue, retain talent, and collaborate more effectively. ✔ Studies in tech, R&D, and finance link psychological safety to higher output, knowledge sharing, and innovation.
https://dialectic.solutions/wp-content/uploads/2025/10/Common-misconception-psychological-Safety-less-demanding.mp4 ⚠️ COMMON MISCONCEPTION: Leaders think they have to be less demanding to increase psychological safety. Accountability is ‘psychological ownership’ which is dignifying and allows people to ‘own’ their part in the team’s success. It is not ‘punishment’ for doing wrong or taking risks. When you understand accountability with this
People take smart risks when they don’t fear judgment or punishment. Teams with psychological safety experiment more, learn from failure, and iterate quickly. A “fail forward” culture fosters adaptability and creativity, while fear stifles both. Fuel innovation with Psychological Safety Learning Snippets: https://bit.ly/LSPsySafe Linkedin Follow us on LinkedIn
❌ MYTH: Psychological safety means “good vibes only.” ✅ ACTUALLY: When people have permission to be candid, it can actually lead to healthy tension and disagreement. Tension and creative disruption can be uncomfortable, but they fuel innovation, read more. Disruption can also be a force that realigns us with core
Previous Next How can I make my workplace psychologically safe? One way to understand what supports or threatens psychological safety is through the SCARF model, which highlights five key social needs: Status Certainty Sutonomy Relatedness Fairness When leaders are aware of these needs, they can limit threats and build
What does Indigenous history mean to your organization? Learning about the history of your local Indigenous communities and the legacy of colonization is still as important as ever. It’s also easier than ever. A great place to start is visiting whose.land or native-land.ca to identify the Indigenous communities near you.
In the workplace, our goal should not be to avoid friction, because we also avoid the breakthroughs that happen when different perspectives rub against each other. Instead, we can handle conflicts with intention to boost innovation and build trust. ⎯ Conflict avoidance can lead to: ❌ Stagnant ideas and “groupthink”
While it is often a “silent” month in professional circles, it shouldn’t be. The truth is that sexual violence doesn’t stay outside the office. It shows up in our Zoom calls, our boardrooms, and our team dynamics. It tags along to work with one in three women, one in eight
Stop treating accessibility like a special request. There is a fundamental difference between Accommodation and Access, and understanding it is the key to moving from a “compliance” mindset to a “culture” mindset. ⎯ The Accommodation Model: ❌ Is reactive – it requires the employee to disclose and “prove” their need.
https://dialectic.solutions/wp-content/uploads/2026/04/Training-About-Non-Apparent-Disabilities.mp4 “If anyone on my team were really disabled, I would know… right?” If your disability compliance training treats disability as an unlikely or highly apparent occurrence, it’s missing the mark. That’s because about 80% of disabilities are non-apparent. This includes chronic pain, diabetes, depression, dyslexia, and forms of neurodivergence
Is your current disability training changing culture, or just ticking a compliance box? These are 5 signs your approach is falling flat: ⎯ It Focuses on “Awareness,” Not “Action” Knowing that 1 in 4 adults has a disability is a statistic; knowing how to caption a video or run an
https://dialectic.solutions/wp-content/uploads/2026/04/World-Autism-Awareness-Day.mp4 In Ontario, 44% of Autistic children have a parent who is excluded from the workforce. That isn’t a personal choice—it’s a systemic failure. Today is World Autism Awareness Day, and we’re looking at a critical piece of the inclusion puzzle: The Caregiver Workforce. In Canada, 1 in 50 children
https://dialectic.solutions/wp-content/uploads/2026/02/Easy-First-Step-Listen.mp4 The most powerful tool in your anti-racism toolkit? Your ears. We often rush to “fix” problems or defend our intentions. Instead, practice Radical Listening: Intentionally create opportunities to listen, consult, and engage. Listen without judgment. Quiet your brain and resist the urge to respond, fix, solve. Believe the person’s
Every February, we celebrate the profound resilience that defines Black history. But are we depending on that strength rather than fixing modern workplace culture? In addition to facing structural or systemic disadvantage, Black and racialized people commonly face microaggressions: subtle, everyday expressions of oppression—verbal, behavioural, or environmental—that communicate hostile or
Today, on Pink Shirt Day, Canadians send their kids to school in pink shirts to remember the impact of bullying which affects 1 in 5 children. But bullying doesn’t only affect children and teens – it can also show up in our workplaces, eroding psychological safety, mental health, and professional
https://dialectic.solutions/wp-content/uploads/2026/02/Culture-fit-vs-Culture-add.mp4 “Culture fit” often means hiring people who act, speak, and look like the existing team. This reinforces conformity and bias. “Culture Add” values candidates who reflect your ethics but bring something new – diverse perspectives, experiences, and skills that challenge the status quo, fill gaps in awareness, and boost
https://dialectic.solutions/wp-content/uploads/2026/02/The-Forgetting-Curve.mp4 Because of the “Forgetting Curve.” Research shows that 60 minutes after a training session, participants have forgotten 60% of the lesson. To build real habits, you need Spaced Learning. Breaking content into small, scenario-based chunks over time helps learners retain, recall, and actually apply new skills when it counts.
https://dialectic.solutions/wp-content/uploads/2026/02/the-Black-Experience-at-Work.mp4 What does the data actually say about the Black experience in the workplace? We need to actively work to close these gaps.👇 → The Unemployment and Underemployment Gap: The unemployment rate for Black Canadians is nearly double the national average. Even with university degrees, Black graduates are twice as
https://dialectic.solutions/wp-content/uploads/2026/02/The-Power-of-Allies-in-Workplace-Advancement_square.mp4 There is a critical difference. A Mentor gives advice and guidance. A Sponsor uses their political capital and power to advocate for you in rooms where decisions are made. The data shows a gap: 20% of white employees have sponsors, compared to only 5% of Black employees. To drive
https://dialectic.solutions/wp-content/uploads/2026/02/MYTH-I-dont-see-color.mp4 ❌ MYTH: “I don’t see color. I treat everyone the same.” ✅ REALITY: Ignoring race ignores the lived experience of your colleagues. When we claim colorblindness, we choose to ignore the reality that racism exists. Research shows that “not seeing race” often leads to dismissing the unique barriers Black
A Deloitte study found 90% of people identified as allies, yet a significant disconnect remains between intent and action. True allyship is a lifelong process of building relationships based on trust, consistency, and accountability. It requires unlearning biases and recognizing that our society is not neutral. Allyship means: 🏃➡️ Act:
Critics of belonging and inclusion training can point to plenty of low-engagement and low-ROI initiatives. When training keeps missing the mark, we can be forgiven for wondering, “Is this really an issue we can tackle in the workplace?” The good news is that inclusion is a skillset that can be
What the Research Says Discrimination causes real harm to people and workplaces. What actually works to stop it? Research shows one‑time trainings have mixed outcomes (Dobbin & Kalev, 2021). But the measures that do move the needle are ones embedded in how we hire, evaluate and promote people. Key levers
The numbers are hard to ignore: about three in four employees have faced microaggressions, and nearly one in five have experienced racial discrimination, according to a 2024 meta-analysis. What’s the real impact of discrimination on employees and organizations? ❌ Talent and performance loss → Discrimination reduces an organization’s ability to
https://dialectic.solutions/wp-content/uploads/2025/11/Myth-Civility-is-the-new-Inclusion.mp4 ❌ Myth: “Civility” is the new “Inclusion” ✅ Reality: Civility doesn’t bridge divides or build belonging. It just helps people coexist politely. Why does this matter? → “Civility” often asks people to stay comfortable rather than stay curious. It prioritizes tone over truth, and sometimes treats all viewpoints as
You can’t train bias out of people, and that’s not the goal. In the past decade, collective conversations about equity and systemic bias have gained momentum. Many organizations have turned to anti-bias training which aims to make people aware of their unconscious biases. → The unspoken assumption – when someone
Most workplaces still treat inclusion as a value, not a skill. But inclusion isn’t a wishy-washy feeling or an aspirational goal. It’s about choosing behaviours, policies, and practices that help people feel valued, involved, and respected for the perspectives and experiences they bring. Inclusion doesn’t happen by accident, and “being
Ageism commonly affects women over 40 in the workplace. In spite of their tremendous wisdom and experience, women over 40 may be passed over for new roles or promotions, or simply not consulted about their needs and goals. Research tells us that age-based exclusion and discrimination are magnified for older
“Should my workplace plan holiday festivities?” It’s been a particularly challenging time for so many people as we individually and collectively grieve unfolding hostilities and humanitarian catastrophes in the Middle East and around the world. Some people’s perspectives are being painfully and dramatically redrawn by current media. For others, conflict
“Fake” microlearning looks like microlearning on the surface. It’s bite-sized, consumer-grade, and convenient, but it fails to deliver real learning or impact. It’s more style than substance. Here’s what to watch out for: It’s just chopped-up content. Long eLearning split into 2-minute videos does not equal microlearning. “We took the
1) Learning Snippets have exceptionally high engagement rates. Learners who start a program finish 90% of it, on average. These engagement metrics are paired with enthusiastic learner feedback in which learners articulate specific learnings and opportunities for application. 2) Learning Snippets drive engagement: 4.5/5 stars ‘I prefer this over conventional
At Dialectic, we think a lot about DEI, soft skills, and leadership training that makes organizations more inclusive and human-friendly. When we team up with clients to develop the best possible solutions for their needs, we might be talking with an L&D Lead, an HR Manager, an Executive, or some
Gimmickry rules the day on e-learning authoring platforms. Learners deserve more: evidence-based strategies for real-world outcomes. The hard-fought victories of the Flash-media e-learning days pale in comparison to the onslaught of today’s tricked out e-learning modules.
Take a minute and look around your workplace. Does everyone look like you? Do some people dominate conversations and situations at the expense of others? When hiring, do you hear: “We need another Glen or Joanne?”
The Thanksgiving holiday season is the perfect time for families to have important discussions about advance care planning. Advance care planning involves making decisions about the type of care you would like to receive if you become unable to speak for yourself due to illness or an accident.
How not-for-profits can turn awareness into real change. Most leaders of not-for-profit organizations are well acquainted with the constant conflict between a deep desire to do your utmost to advance your mission and the harsh reality of limited resources.
Experience is the most powerful teacher. We figure out whether our decisions are good or bad, right or wrong from experiencing the consequences of our actions, judging whether it ‘worked’ or not and then adjusting our behaviour accordingly.
We’re living in a highly charged political and cultural moment. Public pushback, shifting legal landscapes, and budget pressures have caused many organizations to scrub DEI acronyms from their websites and org charts and pull back on high-visibility initiatives. But behind the scenes, smart People & Culture teams aren’t abandoning the
As HR leaders lean on AI to manage high volumes of applications, we need to consider the risks of automated discrimination. Without the right guardrails, AI can replicate and amplify biased hiring patterns and skip over top talent. Here are 5 critical questions you should ask when selecting and evaluating
It’s hard to build inclusion in our organizations if we’re not clear on what it is. Here are some common myths about inclusive leadership. ⎯ ❌ Myth 1: Inclusion means agreeing with everyone. ✅ Reality: Inclusive leadership is not about consensus-driven stagnation or avoiding difficult decisions. It is about ensuring
We tend to agree that inclusive leadership is a good thing, so why is it so notoriously hard to train people to do it? Most organizations treat inclusive leadership like a technical skill. You sit through a 60-minute webinar, take a quiz, and suddenly you’re “certified.” But inclusive leadership isn’t
“Freedom” and “work” don’t typically overlap in most people’s minds, but can they? For a growing number of founders and businesses, the answer is yes!
A recent and heartening trend in the field of diversity, equity, inclusion, and belonging has been the increase in job postings for Chief Diversity Officers and other internal DEI roles.
Inclusion has been a growing concern for organizations for several years, but the pandemic shifted the discourse. Employees and recruits are demanding that companies do more to create more inclusive workplaces and improve feelings of belonging among workers. Employee Resource Groups (ERGs) are one way that organizations can work with
Workplace diversity and inclusion should be a top priority for businesses looking to hire new talent. To make diversity and inclusion an ongoing part of your recruitment process, you’ll need a clear understanding of what diversity means and what this looks like in the workplace.
When done right, prioritizing diversity, equity and inclusion will boost your bottom line. Fostering an inclusive workplace culture will take continuous time and effort, but investing in diversity, equity and inclusion now will help your organization in the long run.
2020 has been a year unlike any other. As the year comes to a close, here are our top 2021 diversity, equity and inclusion predictions. 2021’s diversity, equity and inclusion trends appear to share a common theme: in the wake of unprecedented societal changes due to COVID-19 and the Black
There are likely more holidays being celebrated by your colleagues at the end of the year than just Christmas. It’s important to respect the many different ways your employees may be spending this time of year.
Jostle, Dialectic and Learning Snippets want to understand the impact remote work is having on employee inclusion and the feelings of well-being and belonging.
The key is strong leadership and a workplace culture that authentically and actively promotes diversity and inclusion. Womxn, LGBTQ+ employees and employees of colour are likely to leave their jobs due to unfairness, discrimination and dissatisfaction with the duties of their role. This means if you haven’t done so already,
Being able to measure learning outcomes of DEI training is essential to successfully tracking an individual’s progress. Most DEI training isn’t measurable, which means although your workplace may be investing in diversity, equity and inclusion, you won’t be able to definitively determine changes in employee behaviour or influence.
Unconscious biases develop over the course of a lifetime, however they can be unlearned with proper training and practice. Unconscious bias training works to disrupt discriminatory habits by pushing you to challenge and acknowledge your own unconscious biases head-on. To do better, you have to know better.
The ongoing COVID-19 pandemic has forced many companies to rethink their professional development strategies, including their existing DEI training approaches. Entering our eighth month in quarantine, we are familiar with the complications to daily workplace routines that follow working remotely. You can feel reassured knowing online DEI training won’t be
Diversity and inclusion should always be at the forefront of your thoughts and efforts in the workplace. One-off training days for diversity and inclusion might be great in the moment, but real change to your workplace culture will come from making diversity, equity and inclusion a daily habit.
Understanding the complexities of diversity and inclusion in the workplace can be overwhelming. Talking to your boss about how to improve your company’s diversity and inclusion strategies doesn’t need to be. While there are many resources available, information overload can make it difficult to know how to start the conversation.
Diversity, Equity and Inclusion training should be factored into your company’s Learning Development budget. To make diversity and inclusion an ongoing part of your workplace culture, you’ll need the funds to support your efforts.
Leading your workplace to diversity starts with challenging the status quo. Measurable results come from prioritizing the development of your own inclusive practices. Everyone has unconscious biases and blind spots, so seek feedback from your team about your strengths and potential learning opportunities in order to address yours.
Companies must learn to identify and distinguish between equitable and equal treatment in order to make meaningful changes in the workplace. Equity and equality are two similar but distinct concepts that are often confused.
Machine learning, AI and change management: 3 ways leaders can prepare their organization for success. For decades, futurists have been predicting that the workplace will one day be radically transformed by artificial intelligence (AI) and machine learning.
Toxic corporate cultures can be incredibly difficult to fix, despite the valiant efforts of HR leaders to create programs to improve morale and boost productivity. You know that a positive workplace, with an innovative, collaborative, self-motivated and high performing team is essential to your company’s success.
We’ve all been angry or annoyed with someone at work. But our reactions can have less to do with the behaviours of others and much more to do with what’s happening within ourselves. The most productive question you can ask in a heated moment isn’t about the other person. It’s:
May is Mental Health Awareness Month! You’ll probably notice lots of content about burnout, self-care, and workplace wellness initiatives. But there is a quieter, more persistent factor impacting workplace mental health that we rarely talk about: The way we ask people to learn. The mental load on professionals is at
For Millennials and Gen Z, meaningful work is a mental health requirement, not a “perk.” Data shows that these generations currently face a burnout rate 3.5 times higher than Boomers. They are hyper-attuned to the social and environmental impact of their labor. When an employee questions if the work “is
https://dialectic.solutions/wp-content/uploads/2026/03/Are-you-really-asking-for-feedback.mp4 Having influence over decisions in the workplace is a key driver of mental health. On the flip side, when employees are excluded from decisions the result is “learned helplessness.” This is a major driver of disengagement and turnover. The way we seek input matters – people can tell if
As we mark Neurodiversity Celebration Week, it’s time to shift our perspective on workplace mental health. Approximately 15–20% of the population identifies as neurodivergent – including those with Autism, ADHD, Dyslexia, Dyscalculia, Dysgraphia, Tourette Syndrome, and sensory processing differences. Neurodivergence impacts workplace mental health in two critical ways: Increased Risk:
Today marks the International Day to Combat Islamophobia. While often discussed as a global issue fueled by media narratives and political rhetoric, anti-Muslim sentiment is also a very live workplace issue. When anti-Muslim bias seeps into the workplace, it creates a culture of identity compartmentalization and self-censorship that has a
In the knowledge economy, “speaking up” is often framed as the key to visibility, leadership, and success. But the ability to share ideas is more than a career strategy – it’s a fundamental pillar of psychological health and safety in the workplace. When we have influence and our contributions make
According to new research from Catalyst, over 455,000 women left the US workforce in the first eight months of 2025. As we look at the challenges facing women in 2026, the numbers reveal a critical need for structural change. Here are the key takeaways from the report: The Caregiving Crisis
https://dialectic.solutions/wp-content/uploads/2026/03/Who-gets-the-glory.mp4 Success in our organizations often centers on the “closers” – the high-status roles who handle the big client presentations. But what about the “invisible labour” of people administrators in the background who ensure the foundation doesn’t crumble? When recognition is skewed toward high-status roles, it frequently falls along gendered
We often use the term “burnout” as a vague label for an exhausting day or week of hard work, but actual burnout is more than just feeling a little stressed out. Left unchecked, burnout can show up as physical, mental, and emotional illness — and can have some pretty devastating
The topic of wellness is becoming increasingly pervasive in the DEIB space. And most often when we think of wellness, we think about wellness as it pertains to personal wellness, but it goes beyond this.
January is Self Love Month and it has never been more important for employees to carve out time for prioritizing wellbeing. As we approach the two year anniversary of the beginning of the pandemic in March, it’s important to recognize the emotional and mental toll that pandemic fatigue has had
It’s important to recognize challenges diverse populations face when trying to access mental health services and resources. In the wake of global racial injustice protests and health disparities of COVID-19, depression and anxiety have more than tripled in Black and Latinx communities. To effectively deliver on workplace commitments to diversity,
Mental health awareness is for everyone. We all have our mental health to look after. Mental illnesses tend to be the focus of mental health awareness movements as one in five people are expected to experience a mental health problem or illness in any given year. It’s also important to
The ongoing pandemic has started conversations about the difficulties of parenting while working from home. With millions of people now juggling work and caregiving, it’s important to recognize setting boundaries, implementing new routines and managing well-being are just as critical in this space as in childcare.
As the executive director of a not-for-profit, how many times have you seen this happen: Your team designs a public education campaign with utmost care, beautifully produces it, sends it out into the world, and then … nothing. You may get some likes or clicks, but can you say it
The Thanksgiving holiday season is the perfect time for families to have important discussions about advance care planning. Advance care planning involves making decisions about the type of care you would like to receive if you become unable to speak for yourself due to illness or an accident.
How not-for-profits can turn awareness into real change. Most leaders of not-for-profit organizations are well acquainted with the constant conflict between a deep desire to do your utmost to advance your mission and the harsh reality of limited resources.
We couldn’t be more proud to see our partners at the Human Rights Campaign Foundation release their groundbreaking report on the status of LGBTQ youth in America. The 2018 LGBTQ Youth Report – which is based on the largest survey of LGBTQ youth to-date – reveals the overwhelming challenges LGBTQ youth face
S2LGBTQIA+ Expression and celebration truly matter! AND we collectively have a lot of work to do to address the realities still facing the community. Pride means working to address systemic challenges and remaking the world so that it’s safe for trans, nonbinary, Two Spirit, and racialized community members. Here’s where
Words matter and so does the way people refer to us through our names and pronouns. Gender binary pronouns are well-ingrained into our societies. While you may already be familiar with traditional identifiers, such as “he/him/his” for men and “she/her/hers” for women, the binary reference of gender no longer applies
There’s more to workplace gender diversity than hiring to meet quotas. Hiring gender-diverse employees alone without actively prioritizing inclusivity in your workplace won’t create the lasting change you’re hoping for.
The many different identities people bring to a workplace is something to be celebrated and acknowledged. However, it is important to recognize in all identity-diverse groups, there are no one-size-fits-all approaches to understanding or categorizing employees.
Upholding your employee’s human rights is not just a moral obligation, it’s also a legislative one. Empowering employees to safely report incidents of harassment and discrimination will help foster a more inclusive workplace environment.
It’s no secret that the DEI field is booming.
This year, we must take actionable steps to make our lives and workplaces more equitable as we learn from history. February is Black History Month, an internationally recognized celebration of the contributions Black people have made and a time to reflect on the continued struggle for racial justice. Without implementing
Humans forget about half of the information they’re taught within an hour of having learned it. Learning Snippets was created with this forgetting curve in mind so that you can get the most out of your time and resources.
The COVID-19 pandemic has exponentially changed the way the world functions. Although most of us can say our daily operations look a little different than they did at the beginning of quarantine, it’s important to recognize marginalized communities are being disproportionately affected by the impacts of the virus.
Workplace dress codes reinforce the systemic structures of oppression in which we all live. There may be good intentions behind setting a professional dress code for your workplace. However, dress codes have and continue to be used as tools of oppression. It’s important to recognize the historical influence of racism
At times like these, businesses need to stand in solidarity with their employees. As allies, we need to take a firm stance on our commitment to uphold human rights and join the fight against anti-Black racism.
See how easy it is to activate soft skills in your organization. Soft skills training on 3 key topics: Leadership, Belonging and Collaboration.