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From Individual Actions, Biases, and Choices to System Change In order to catalyze large-scale change and create more diverse and inclusive workplaces and societies, inclusive

From Individual Actions, Biases, and Choices to System Change In order to catalyze large-scale change and create more diverse and inclusive workplaces and societies, inclusive leaders must consider factors beyond the narrow ones of individual actions, individual biases, and individual choices (i.e., the individual "ABCs" that constitute the currently prevalent paradigm of inclusion). To understand why the focus on the individual ABCs (that is, the micro level) is insufficient, it is important to understand how this focus emerged and how it has not made enough of an impact. Over time, as the equality agenda has drifted toward the agenda of managing diversity and encouraging inclusion at work, the individual has taken prominence over the collective as the unit and object of study and intervention. A lot of research on diversity and inclusion, work-life issues, and related topics has focused on the individual over the collective (for example, studying individual struggles and coping mechanisms for balancing work and family demands, more than exploring new norms of work and family roles). This has also shifted the responsibility for success or failure to individual actions, biases, and choices. Thus, systemic failures at the more macro levels, such as organizational-level processes and operations and

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