This applies most markedly, as a wide range of organisations have discovered over the years, to the introduction of new thinking, new policies and new strategies in the area of equality/diversity. In addition to the resistance to change of any kind, which is a familiar human reaction, the subject of equality/diversity, and its corollaries, sexism, racism, etc., , produce resistance in a much intensified form.

There appears to be three main reasons for this, of ascending significance and influence. First, ignorance of the mores and folkways of others often leads to false assumptions about them and their abilities. Second, the introduction of equality and diversity inevitably impinges on the long-held prejudices of individuals anxious to retain their ingrained sense of superiority and their ‘right’ to lead. Third, following on from this, many members of advantaged communities fear that any move to assist others will somehow undermine their own position(thus the frequent misinterpretation of ‘positive action ‘ as ‘positive discrimination..’) These views, widely held, whether consciously or subconsciously, give rise to a much greater degree of resistance to change in this area than is met when it is merely a matter of procedural changes which can be implemented without the intrusion of deep personal feelings into the exercise.

Policy into Practice

It is no doubt due to their recognition of these factors that organisations across a wide spectrum have for years avoided tackling equality/diversity in any meaningful or systemic way. A prime example of this can be seen in the field of employment. Even the passing of the Race Relations Act of 1965, 1968, and 1976, with increasingly strong provisions, did little more than provide a statutory channel for the redress of grievances, which might or might not prove adequate to the needs. The key to achieving a more effective method of redress lay in the publication of the Commission for Racial Equality’s Code of Practice 9in 1984, which put flesh on the bones of the legislation by setting out in detail all the procedures to be instituted by employers in order to achieve equality of opportunity and listed not only their responsibilities, but those of employees, employment agencies and trade unions. Although the Code did not impose any legal obligations, it was approved by the Secretary of State and provided a benchmark which could be invoked in tribunal cases to determine whether employers accused of discrimination had taken appropriate steps in their employment practices or whether these fell short of what was required.

By the same token, important as organisational declarations of intent or policy statements are, they will achieve little or nothing unless backed up by a strategy and systematic drive to change existing practices and introduce new ones in keeping with the desired objectives.

Stage by Stage

A feature of the progress achieved, albeit slowly and as yet in the main inadequately, by various sectors, is the emergence of a pattern common to all of them. There is inevitability about this pattern. The development of good race relations and equal opportunities within organisations proceeds stage by stage and even though one organisation can learn much from another, it still has to pass through these stages itself. An insight into the experience of others and a study of good practice elsewhere can provide ideas, draw attention to the potential obstacles and how they might be overcome and so on, all of which is extremely valuable, but it can never be a substitute for treading the long path oneself.

In addition, as each stage of progress is achieved, it is inevitable that there will be some kind of backlash or slowing-down counter-activity, emanating from a feeling in various quarters that too much is being accomplished and too many changes are becoming incorporated into the system. While these views will usually not be openly expressed, nor will opposition necessarily be openly mounted, brakes of various kinds will be applied and attempts made to return to the more comfortable days of playing down the subject. This is as much a part of each stage as the initial successes which characterise it, and ways have to be found to overcome it in order to continue to progress.

Experience indicates that there are three important stages to be negotiated in order to achieve effective and lasting organisational equality/diversity policies. Although these are general in their application, they can be specifically related to the developments that have taken place over recent years, as follows:

STAGE 1: Problem Identification

This occurs after an incident/complaint, and the resultant report identifies the necessity for a systematic and coherent strategy to ensure fairness.

STAGE 2: Identifying the Barriers

At the second stage, key players within the organisation begin to recognise the link between service delivery and equalities/diversity, and move to champion the issue, using language that expresses the values claimed and appreciated by the organisation as a whole, e.g., ‘professionalism,’ ‘quality of service,’ etc. This personal endorsement and use of universalistic language helps to move the issue forward, and constituent parts of the organisation begin to develop policy and action plans.

STAGE 3: The Way Forward

At this stage, senior managers have completed the organisational shift to pro-active strategies and have locked in a reward/punishment system for those who help or hinder the process.

The organisational Response

This pattern, give or take a few variations, relevant to their own field of work, will be familiar to all individuals and institutions charged with the task of achieving change in organisational policies and procedures, especially where for various reasons these are not seen by staff as completely acceptable, even in principle.

It is against these odds that organisations endeavour to put their house in order and respond to the challenge of helping to create social cohesion. Most organisations are still at Stage 2, and great effort is required if Stage 3 is to be reached and successfully negotiated until the objective is achieved.

Conclusion

The opportunities presented by the Race Relations (Amendment) Act 2000 demand a concerted effort on the part of senior managers to develop initiatives which will allow continued achievement of policy objectives. They must have the will and ability to succeed, and must face up to the challenge with enthusiasm and determination.

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