Diversity at work: Seeing the big picture, inside and out
- Luka Özyürek
- Feb 5
- 6 min read
Every journey toward a more inclusive work environment begins with the first step—and that is usually the realization that something is not working properly or that someone is missing. We call these areas where it really hurts “pain points.” Fields of opportunity are the same areas, but with a change of perspective: they mark spaces where change is possible and designing it is necessary. Perhaps in the end it doesn't matter what we call it. Pain points or fields of opportunity – what matters is that we take a close look. And that includes a comprehensive view that takes into account those within and outside the organization.
Who is there, who is not, and above all: why?
When you start your diversity strategy, two fundamental questions can guide you in preparing for data collection:
Who is in my organization—and what do they need?
Who is not (yet) there or no longer there—and why?
These two guiding questions sound simple, but they are the key to an honest assessment. The first question directs your gaze inward: Who actually works here? What experiences do different employees have in their everyday work? How does the intern's perception differ from that of the manager? Where do both feel safe and seen – and where not? The second question directs your gaze outward: Who is missing? Who doesn’t get hired in your organization or does not stay long? And which barriers have perhaps become so commonplace that you no longer even notice them?
Both perspectives are important because they complement each other. Internal analysis helps you understand what is happening within your organization—in structures, processes, cultures. External analysis shows you what you are not (yet) achieving—which voices are missing, which hurdles remain invisible. If you only look at one side, you are missing part of the picture.
Internal or external? Why you need both
Perhaps you already have a pretty clear idea of where the problems lie in your company. After all, you're right in the thick of it every day. So why start a complex analysis when you already know what the problems are? Fair point. And yet it's worth taking a closer look.
Because there is a crucial difference between “I know what's not working” and a careful assessment of the situation: only if you structure your knowledge can you get others on board. Personal experiences are valuable, but they often remain individual. When you place them in a larger context, they become strategic levers.
Our experience shows that a clear, differentiated presentation of pain points is the most effective step toward initiating change. It is a “wake-up call” for those who do not feel the pressure themselves. The more precisely you describe and document what is not working—and why—the greater the chance that colleagues and decision-makers will be willing to work with you to develop measures.
Sometimes a single incident is enough to set something in motion—such as a sexist comment that suddenly gives everyone pause for thought. But most of the time, it's not that simple. Many decision-makers are only willing to allocate resources once they not only understand a problem rationally, but can also relate to it emotionally. And this is precisely where your task lies: to present your own observations in such a way that they become visible, tangible, and relevant to others.
Reflection question: Which of my personal experiences can be recounted or presented in such a way that they are more than just “my feelings” – but rather an example of a structural pattern?
Internal analysis: Looking inward starts with you
Internal analysis is about who works in your organization and what experiences these colleagues have. But it's also about more than that. It's about how you yourself view these realities. Your perspective, your previous experiences, and your privileges shape what you see—and what you may overlook.
Internal analysis is therefore not just an external observation of a group, but an active reflection on your own role within it. You may find that you are unaware of certain problems because they never affect you. Or that you assess situations differently because they pose a threat to you or, conversely, do not pose a threat. This lack of neutrality is not wrong; on the contrary, it is an important part of the analysis. It reminds you that data is always filtered through perspective—and that it is worthwhile to specifically ask about what you do not see and to involve others in collecting the data.
Reflection question: How does my own role in the organization influence what I perceive as problematic—and what I overlook? Whose perspective would help me reduce bias when collecting data?
External analysis: Who is missing—and why?
Your own position also plays a decisive role in external analysis. Some barriers are invisible to you because you have never experienced them yourself. They may seem perfectly fine to you, even though they are a real obstacle for others. Here, too, it helps to examine your own privileges: it makes it clear that it is not just a matter of looking outward, but also of understanding who is looking – and how that perspective shapes the picture you see.
External analysis therefore means approaching the unknown with a certain degree of humility. In line with Socrates' philosophy (“I know that I know nothing”), it is not about having all the answers right away, but about asking good questions: Who is not here, even though they could theoretically be here? Which people have left the organization – and why? Which networks do we use – and which do we not use? How do we convey expectations through our language and are who does this unconsciously exclude?
Reflection question: Think back to your first day at work or even to your job interview. What thoughts went through your mind at the time? What worries and fears accompanied you and what tangible artifacts did you notice, such as clothing, language use, manners?
Diversity at work: From first impressions to the big picture
How does this work in practice? When our clients want to create more diversity at work and we start assessing the status quo, we follow several steps to get a comprehensive picture.
1. Benchmarking – the first mirror We start with a desktop review: We look at how the company compares to others. Industry benchmarks, publicly available figures, initial hypotheses. This is the mirror you hold up before delving deeper.
2. Quantitative survey – the map This is followed by a broad survey: anonymous, voluntary, with a clear goal. It shows us the big picture. Who is there, how is diversity distributed, what experiences are there?
3. Qualitative deep dive – who's up for it? This is where it gets exciting. We open up the space for interviews, focus groups, and conversations. The rule: first come, first served. Who's up for it? Usually two groups: people who are really struggling – and those who are critical or even hostile toward diversity work. Both are super valuable because they show us the extremes.
4. Initial evaluation – personas instead of Excel We sort the results not only by demographics, but also by personas. What types of experiences exist in the company? Who feels seen, who feels excluded?
5. Gap analysis – who is missing? Then we ask the crucial question: Whose voices have we not heard? Perhaps we haven’t heard from managers. Perhaps there were hardly any international employees. Perhaps nobody from production signed up. Silence is just as revealing as speech.
6. Second round – targeted follow-up Here, we often work closely with HR: we specifically invite departments, teams, or individuals whose perspectives have been missing so far. Always on a voluntary basis, always with protection against conclusions being drawn.
The whole thing is not a rigid process, but more like a sound check. First, you listen to who is holding a microphone. Then you notice who is being drowned out. And only when the balance is right does a sound emerge that truly represents the entire company.
This text is an excerpt from the IN-VISIBLE Playbook, with which we want to help you create and implement your diversity strategy. We are currently looking for a publisher—if you have any ideas, contacts, or are interested, we would love to hear from you at hi@in-visible.berlin!
