How can managers turn diversity into a competitive advantage?
12/15/2025
3 min
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Research has shown that cultural diversity, whether national, gender, age, disability, sexual orientation, or neurodivergence, to name but a few – can enhance organizational performance. However, it can also create friction or misunderstanding in the workplace. In this video, Grant DOUGLAS explains that the key to resolving this diversity paradox lies in shifting the focus from simply cultivating diversity to actively building a culture of inclusion.
Cultural diversity: what framework can managers use?
“One solution that has been around for some time is Fons Trompenaars’ 4Rs model—Recognise, Respect, Reconcile, and Realise/Root the differences that make a difference – cultural differences”, explains the expert.
This offers a practical roadmap for companies and managers to leverage.
“First, we need to Recognise the full spectrum of diversity in our teams. For example, national culture shapes communication norms; gender shapes workplace experiences; age brings fresh perspective and expertise…Recognising means involves naming these differences and understanding how they influence collaboration.”
Second, companies need to Respect diversity by building psychological safety for the team. “Non-native speakers are given more processing time, some neurodivergent colleagues may feel more comfortable contributing in writing rather than rapid-fire debates. Respect turns diversity into participation.” adds the expert.
“Third comes Reconcile. Instead of choosing one approach, we integrate many. Picture a multicultural product team: a Brazilian marketer emphasises relationship-building; a German engineer prioritizes precision; a young designer champions accessibility; a dyslexic teammate surfaces creative, non-linear solutions. Reconciliation weaves these differences into a more innovative, more resilient result.”
Finally, companies should look to Realise and Root these practices into daily communication, collaborations, and the processes they implement —including recruitment, leadership development, or meeting structures. By doing this, inclusion becomes a reality not a project.
Diversity & competitive advantage
“It might sound simple, it’s not,” he explains ‘It takes time, effort and training. But the evidence is clear: organisations that root inclusion deeply, make better smarter decisions’
“The 4Rs remind us that when we get it right, reconciling cultural differences can become one of our most useful competitive advantages.”
