Many departments have regular gatherings, seminars, or meetings focused on strategic development and the working environment. Work on equality and inclusion can advantageously be linked to established arenas and grounded in knowledge of the local situation. Here, we suggest mapping workshops. This is a tool aimed at increasing awareness among employees, fostering ownership of the work to identify power patterns and processes of exclusion in the workplace, and formulating specific and feasible steps toward inclusion. The method is based on research showing that it is important to adapt initiatives to the local context. 

The mapping exercises included in the workshop provide an overview of the current situation in an organisation, offer insight into ongoing challenges, who is affected, and in what ways. This paves the way for selecting focus areas and developing action plans.

Workshops

We have created an example presentation with suggested content, which can be found here:

In accordance with the elicitation model, the workshop method is based on identifying patterns.  Organisational patterns refer to different practices that affect us in different ways. 

We suggest four group tasks, where the first three aim to map the current situation in terms of 1) physical and material structures, 2) interaction patterns, and 3) social codes and signals. Based on these three mapping exercises, the final group task is aimed at 4) assessing the consequences and effects of the patterns identified in mapping exercises 1-3. 

Does anyone benefit from a pattern? Is it a disadvantage for others? Are there considerations that are not taken into account? Based on shared reflection and summarisation, measures for change can be jointly selected based on the mapping. It is important to emphasise that the mapping should be as descriptive as possible, and not evaluative – save evaluation for the final round!

In practice, it can be difficult distinguishing between the different themes in mapping exercises 1-3. This is not a problem, as the mapping exercise as a whole will provide a good overview. 

The programme we outline here is based on in-person participation using Post-it notes, but it can also be carried out either fully digitally or using digital tools such as Miro boards, Padlets, or similar.  

Group work 

Think carefully about the composition of the groups: Should the participants decide on this themselves, or is it more appropriate to divide them into groups based on shared characteristics, for example age, position, gender, or other factors? 

The groups will work on four different tasks, followed by a plenary session at the end. The programme begins with a descriptive mapping of structural patterns and ends with an individual evaluation of the patterns and a group discussion. 

The group tasks should be carried out step by step, with each theme mapped and summarised in writing, for example using Post-it notes. Collect the Post-it notes between each step and make them accessible across the groups. 

When writing Post-it notes from the discussion, ensure that as many voices and perspectives as possible are recorded, including those that do not emerge during the plenary discussion. The goal of the written summary is to elicit and map as many voices and perspectives as possible; establishing consensus within the group is not necessary.  

Task 1: Mapping structural patterns 

The first task consists of descriptive mapping of structural conditions in the workplace.  

Structural patterns can be anything built into organisations, or standard procedures in the workplace. We can often find them by counting. Questions the group can discuss are: 

• How is work, such as teaching and academic supervision, distributed/allocated? Does this correlate with identity categories? 
• How are power and status positions distributed/allocated, and does this correlate with identity categories? 
• What type of support functions are available for onboarding, applications and illness? 
• What are the physical structures like, such as buildings, offices, common areas, etc.? 

Task 2: Mapping interaction patterns 

Mapping interaction patterns involves taking a closer look at who interacts, how, and where the interactions take place. For example, this can involve how research groups function in practice and how project development takes place. 

Examples of questions that can be asked are: 

• Who collaborates with who, and on what? 
• What type of social arenas exist? Who is invited, and who shows up? 
•  What type of communication channels are used, and who uses them? 
• How are people grouped together? 
• Which languages are used, and where? 

Task 3: Mapping signal patterns 

This pattern is a bit more abstract. It involves sending signals to each other, both consciously and unconsciously, through visual and verbal actions, narratives and representations. We dress up for conferences to signal professionalism, and we signal that everyone is welcome by sending invitations to the entire department regarding a social event. Signals are interpreted, and the interpretation can vary. Signals can also have different meanings in different contexts. 

Ensure that the Post-it notes include the pattern that the signal is part of. 

Example questions: 

• How does one signal professionalism? 
• Are there etiquette rules in the workplace? Are these implicit or explicit? 
• What are the signals that someone is welcome? 
• How do we signal that we belong to certain groups or academic fields? 
• Who is the typical representative of a group?  

Task 4: Choose actions

In this phase, participants spend some time individually studying the collected Post-it notes and noting down patterns that stand out to them. The aim of this exercise is to begin reflecting on the consequences of the patterns that have been mapped so far. 

Example questions: 

• What are the consequences of the patterns you can identify, and for which groups?
• Are there any unfortunate consequences that could create inequality? 
• What could be a more desirable pattern? 
• Do you have any ideas for how to change the patterns?
• Are there any patterns we should keep? How can we strengthen them? 

Participants return to their groups and discuss the patterns they have identified. Together, they select three patterns each that should be addressed in order to generally improve diversity or inclusion in the workplace. If possible, provide suggestions for solutions or alternative patterns. Make a note of these patterns on a Post-it note. 

Joint discussion 

Each group presents two or three key points from the group. 

Summary 

• Share relevant resources and information channels. This can include onboarding, notification, language learning, occupational health services, etc. 
• Encourage participants to write feedback on Post-it notes and place them on the table where Post-it notes are being collected, or stick them on the door as they leave.
• If relevant, encourage people who are interested in contributing to follow-up to contact those coordinating the workshop. 

Follow-up 

The workshop itself contributes to increased awareness among participants, but it is important to follow up on the findings and maintain an ongoing discussion about diversity and inclusion. Patterns that become visible during the workshop can vary in scale and severity. Small and specific patterns can be addressed by employees, while work on other themes and issues falls under departmental leadership. Knowledge about the situation being mapped can provide a good basis for starting work on the working environment or for local action plans for diversity, as described under focus areas. 

Here are some specific suggestions for following up on this method: 

• Discuss patterns and solutions from task 4 in the leadership group. Are there patterns that can be addressed immediately, or are there some that require closer examination? 
• Work with Post-it notes and identify themes. Recurring themes may indicate that they are perceived as important 
• Investigate more closely the patterns that have emerged during the workshop.