Action plan

Action plans can be a useful tool in diversity work if they are designed with specific measures that contribute to change in the desired direction and are feasible to implement. In order to develop a good action plan, it is crucial that it is grounded in a local understanding of the problem, and that specific goals are set enabling the evaluation of the work. 

The KARMA tools (observation and elicitation, mapping workshops, and reflection cases) can be used as a starting point for working on action plans because the tools help to highlight patterns and understandings of problems. It can be useful to select a couple of focus areas where you know there might be a few problems.

With these as a foundation, it becomes possible to formulate goals for change. If an undesirable interaction pattern is observed, an alternative and desirable pattern can also be formulated. Based on knowledge from research or experiences from similar situations, measures can then be chosen. 

It is important to consider a realistic time frame for change and decide how the effects of the measures will be evaluated. It is not always possible to quantify or measure things. One suggestion is therefore to continue using the KARMA tools to get an overview of effects and outcomes.

To ensure that the action plan is developed locally, a working group should be established within the department. One can follow the usual leadership structures and make the ‘action plan’ a regular item in management meetings, or establish a working group with strategically selected members. The working group should represent different demographic and employee groups within the department. The important thing is to define a group that is responsible for following up on the work.

Steps:

Creating an action plan can help identify which initiatives are relevant for the working environment in general.

The first step is about problem identification. The group identifies the problems that need to be addressed: What patterns exist, and what type of problems do we have? In this mapping phase, it is important that everyone in the group is able to express themselves and that different perspectives are respected. If this work is carried out by the management group, a mapping workshop or a qualitative questionnaire can be used to collect experiences from employees.

Once a problem/theme/pattern has been identified, a reality check is carried out for the work. How can this be changed? What is required to make changes? Who can implement the changes? How will we know whether we have succeeded? Once a problem has been identified in the mapping process, it is important to clearly define responsibility for follow-up and determine the level at which the measures should be implemented.   

 Some issues can be followed up by leaders, while others must be addressed higher up the system.  

During the mapping process, issues may emerge that can be addressed immediately, as well as others that will take longer or cannot be resolved at the departmental level. Examples of issues that may arise during a mapping process range from gender-neutral toilets and language practices in the workplace, to control over career opportunities for researchers.

One example of a change that can be addressed immediately is speaking time in meetings. If the mapping reveals that minority groups feel they do not have enough influence in meetings, the measure could be inclusive meeting management.  Here, the people responsible for organising regular meetings receive training in how to manage speaking time and distribute turns so that everyone gets a chance to speak. For example, always going around each person at the table so that everyone gets to speak, or setting a maximum amount of time for how long someone can speak. This measure can be evaluated after a period of, for example, one year, to observe whether things have evened themselves out. 

Brief summary: 

• Use the KARMA tools to identify and formulate local understandings of problems.
• Formulate the desired change and objectives, and establish a time frame.
• Choose measures that are expected to contribute to the desired goal and any sub-goals.
• Determine how the measures will be evaluated.