By Dr. Shungu Hilda M’gadzah Educational Psychologist | Inclusion Psychologists Ltd | Creator of the Six Stages Framework
1.0 Introduction: The Imperative for a Deeper DEI Strategy
For too long, traditional Diversity, Equity, and Inclusion (DEI) efforts have focused on treating symptoms rather than addressing the root cause of systemic inequities. We introduce policies and run programs that address the visible signs of a problem—the falling leaves of a tree—while the underlying illness at its roots goes unchecked. Dr. Shungu Hilda M’gadzah’s “Bias Impact Tree” provides a powerful metaphor for this challenge. An organization riddled with unaddressed bias is an “unhealthy, dying tree,” where toxicity spreads, talent withers, and the culture slowly decays. In contrast, a “healthy, flourishing tree” is one that proactively deals with bias at its roots, fostering an environment where everyone can grow. This document outlines a strategic plan to move our organization from treating symptoms to addressing the true root cause—bias—using the Six Stages Framework as our guide.
The core purpose of this plan is to provide a developmental methodology for embedding the Six Stages Framework (SSF) into our culture. This will foster genuine, sustainable organizational growth and move us toward a state of authentic inclusion. It is not a quick fix but a commitment to the careful cultivation our organization needs to thrive.
To begin this essential work, we must first understand the profound business case for addressing these foundational issues.
2.0 The Business Case: Cultivating a Healthy and Resilient Organization
Addressing bias at its root is not merely a moral imperative; it is a critical business strategy for ensuring our long-term health, fostering innovation, and retaining the talent we need to succeed. An organization that ignores its biases is accepting significant risks, including a toxic work environment, high attrition, and declining employee well-being. Conversely, an organization that commits to the authentic work of inclusion builds a resilient culture where people feel a sense of belonging and are empowered to contribute their best. This foundational work is the difference between a brittle, unhealthy organization and one that can flourish through any challenge.
Organizational Health: A Tale of Two Trees
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The Unhealthy Tree: The Cost of Inaction |
The Healthy Tree: The Rewards of Authentic Action |
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Organizational Risks & Negative Outcomes |
Strategic Advantages & Positive Outcomes |
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– Toxic cultures & lack of empathy: Unchecked biases lead to illness and disease within the culture. |
– Flourishing & Growth: Proactive interventions ensure healthy growth and resilience. |
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– People leaving and withering: Talent departs when the environment becomes unhealthy. |
– Acceptance and belonging: Individuals feel safe, valued, and included through SSF Pillars of safety. |
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– Mental Health Issues: A direct symptom of a culture that ignores its problems. |
– Emotional intelligence: The organization develops a greater capacity for empathy and dialogue. |
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– Bullying, racism, sexism, and ableism: Unchecked biases manifest as specific, harmful behaviors. |
– Anti-discrimination: A culture of active opposition to all forms of discrimination is fostered. |
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– Societal Impact of Intolerance & WAR: Contributes to broader cultures of intolerance and generational trauma. |
– Societal Impact of PEACE & Free speech: Contributes to Diversity, Equity & Inclusion and a more equitable society. |
As the metaphor illustrates, this is why interventions that only treat the “leaves”—like “watering its leaves” with superficial policies while ignoring the rot below—are doomed to fail. Real, meaningful change begins by treating the “roots,” where biases are either denied and ignored or are actively tackled and dealt with. This work requires “careful cultivation and weeding” and an acknowledgment that there are “no quick fixes.”
To properly diagnose the health of our roots and guide our interventions, we will use the Six Stages Framework as our primary tool.
3.0 The Diagnostic Tool: Understanding the Six Stages Framework (SSF)
The Six Stages Framework (SSF) is a developmental model that provides a shared language and a clear map for reflection, dialogue, and growth. It is designed to help individuals and our organization as a whole understand the attitudes, beliefs, and behaviors related to diversity and inclusion across all protected characteristics, including race, gender, disability, sexual orientation, and others.
The framework is structured as a cumulative, developmental spectrum from –6 to +6. The negative axis reflects increasing resistance and exclusionary attitudes, while the positive axis represents a journey of increasing awareness and authentically inclusive behavior. Critically, the lower positive stages (+1, +2) mirror the lower negative stages (–1, –2) in that individuals may have limited awareness of systemic issues; however, those on the positive axis display an openness to learning, while those on the negative axis may begin to show defensiveness or denial. This model allows us to locate ourselves on a continuum and identify the steps needed for positive growth.
3.1 The Negative Axis: A Continuum of Resistance (-1 to -6)
This axis represents a regressive continuum of attitudes and behaviors that can cause harm and pose wider societal risks as they become more entrenched.
- Stage –6: Extremist Leadership: Individuals actively promote hostile views against protected groups, seeking to recruit others into radical ideologies.
- Stage –5: Deeply Entrenched Views and Behaviours: Individuals openly share discriminatory views and promote harmful stereotypes, seeking validation from like-minded people.
- Stage –4: Blaming and Deflecting: Individuals shift blame for personal or societal problems onto those who are different, often using mockery or manipulation.
- Stage –3: Hostility and Rejection: Individuals are overtly resistant to EDI efforts and actively attack those who advocate for fairness or raise concerns.
- Stage –2: Dismissive and Avoidant: Individuals acknowledge inequity but dismiss its importance, often deflecting to more “comfortable” topics.
- Stage –1: Unaware and Inactive: Individuals lack awareness that discrimination exists and contribute to the status quo through inaction and silence.
3.2 The Positive Axis: A Journey of Growth (+1 to +6)
This axis represents a developmental journey toward active inclusion, empathy, and a commitment to social justice.
- Stage +1: Emerging Awareness: Individuals show curiosity and are beginning to recognize that not everyone experiences the world in the same way.
- Stage +2: Discomfort and Awakening: Individuals feel a growing unease with inequity but are often uncomfortable, confused, or fearful of “getting it wrong.”
- Stage +3: Developing Understanding: Individuals actively seek to learn about others’ experiences and challenge their own biases through self-education.
- Stage +4: Engaged and Reflective: Individuals confidently engage in complex conversations about inclusion and work to identify their own unintentional biases.
- Stage +5: Systems Thinker and Advocate: Individuals act as allies and change agents, using their influence to create more equitable systems and mentor others.
- Stage +6: Transformational Leader: Individuals model inclusive leadership, drive systemic change, and are deeply committed to social justice for all.
Understanding this framework is the first step. The next is to outline a clear strategy for its practical application within our organization.
4.0 Strategic Implementation Methodology: From Diagnosis to Transformation
Embedding the Six Stages Framework requires a phased, intentional approach. This is not a one-time initiative but a sustained process of “careful cultivation” designed to build lasting cultural change. Our methodology is structured around three key phases: Diagnosis, Intervention, and Sustainable Growth.
4.1 Phase I: Organizational Diagnosis – Locating Our Position
The objective of this initial phase is to use the SSF as a reflective tool to understand the current state of our organization, our teams, and our individual contributors without judgment. The goal is to establish an honest baseline of where we are today so we can chart a course for where we want to be.
The primary action will be the deployment of a confidential, anonymized diagnostic survey based on the SSF’s behavioral indicators, followed by facilitated workshops where teams can discuss aggregate, anonymized results and map their collective position. This will provide crucial, data-driven insight into our strengths and areas for development.
4.2 Phase II: Targeted Interventions – Nurturing the Roots
With a clear diagnosis, our interventions must be tailored to meet people where they are. A one-size-fits-all approach is ineffective because the support needed at Stage +1 is vastly different from that needed at Stage +4. The goal is to provide the right support at the right time to help individuals and teams move constructively along the positive axis.
Potential interventions will be mapped to the framework’s stages:
- For Individuals on the Negative Axis (-1 to -6): The non-negotiable priority is harm reduction and upholding organizational standards. For stages of hostility and blame (-3 to -6), the focus shifts from education to accountability and performance management. Interventions will involve enforcing clear behavioral boundaries, documenting harmful actions, and protecting the psychological safety of other employees. For individuals at these deeper negative stages, the conversation may be about fitness for the role, not developmental growth.
- For Individuals at the Lower Positive Axis (+1 to +2): The priority is to create psychological safety for learning. Interventions will include guided discussions that normalize discomfort, opportunities to hear diverse perspectives, and explicit framing that addresses the common fear of “getting it wrong.”
- For Individuals at the Mid-Positive Axis (+3 to +4): At this stage, we will focus on deepening understanding and engagement. Interventions will include providing resources for active self-education, workshops on systemic bias and privilege, and creating safe spaces to practice engaging in complex conversations.
- For Individuals at the Higher Positive Axis (+5 to +6): The goal here is empowerment and systemic impact. Interventions will include formalizing mentorship programs, providing advanced allyship training, and empowering these leaders to champion DEI initiatives and drive systemic organizational change.
4.3 Phase III: Fostering Sustainable Growth – The Healthy, Flourishing Tree
Long-term success depends on embedding inclusive practices deep within our organizational culture. This final phase is about the continuous “weeding and pruning” required to maintain a healthy and flourishing environment.
Key long-term strategic actions include:
- Integrate SSF into Leadership Development: We will embed the Six Stages Framework into all management and leadership training programs. The aim is to equip every leader with the awareness and skills needed to become a “Transformational Leader” (Stage +6) who can cultivate an inclusive team environment.
- Establish Continuous Feedback Loops: We will create formal and informal channels for ongoing dialogue and reflection using the SSF’s shared language. This will allow us to continuously assess our collective position on the spectrum and adapt our strategies accordingly.
- Recognize and Reward Inclusive Behaviors: We will align our performance management, recognition, and promotion systems to explicitly value and reward the inclusive behaviors demonstrated at the higher end of the positive SSF axis, making demonstrated inclusive leadership a prerequisite for promotion to senior roles.
This comprehensive implementation plan provides the blueprint for our transformation.
5.0 Conclusion: Committing to Authentic and Enduring Change
This strategic plan presents us with a fundamental choice, best captured by the tree metaphor. We can continue as we are, attempting to treat the symptoms of an “unhealthy tree” while ignoring the biases at its roots, and watch as our culture withers. Or, we can commit to the intentional, long-term work of becoming a “healthy tree” that flourishes because it is built on a foundation of authentic inclusion. This work is not easy, and there are no shortcuts. It requires courage, humility, and a sustained commitment from every member of our organization.
Adopting this framework is a non-negotiable commitment to our organization’s future resilience, integrity, and success. The work of cultivating our future begins now.
#DiversityEquityInclusion #SixStagesFramework #BiasImpactTree #InstitutionalRacism #MetPolice #NHSJustice #SystemicFailure #GovernmentAccountability #EquityInTheWorkplace #RootCauseChange #TransformationalLeadership #AuthenticInclusion #DisruptBias #SocialJusticeInWork #LeadershipMatters #PolicyVsPractice #AccountabilityCulture
📚 Further Resources
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