By Bernardo M. Ferdman, Ph.D., Principal, Ferdman Consulting
Dr. Bernardo Ferdman, founder and principal of Ferdman Consulting, recently conducted a webinar on inclusion as part of ACT’s Distinguished Lecture Series. He is a renowned expert in fostering inclusion within organizations. As one of its core principles, ACT is committed to fostering inclusion within our company as well as the education and workforce communities we serve. Here, Dr. Ferdman shares some of his thoughts from that lecture.
Inclusion is one of the most valued aspirations in today’s workplaces and one of the most misunderstood. It’s easy to say and hard to do.
When I ask people what inclusion means, I hear words like welcoming, belonging, respect, access, and acceptance. These are all central to inclusion. Yet, in practice, fostering real inclusion is far from simple. It’s complex, nuanced, and can even be uncomfortable.
In a recent talk for ACT’s Distinguished Speaker Series, I invited participants to explore what makes inclusion so challenging—and how we can work toward it more effectively in our organizations and daily interactions.
What is inclusion, really?
To understand inclusion, we must first distinguish it from related concepts.
Diversity is about the composition of a group or other collective, who is present across identities, backgrounds, and perspectives.
Equity is about fairness in access, treatment, processes, opportunities, and outcomes, especially as these intersect with systems and identities.
Inclusion goes deeper: it’s about making differences matter. It means creating environments where people can contribute fully and authentically—without hiding or suppressing valued parts of themselves (Ferdman, 2017; 2021). It’s not just about who’s in the room; it’s about how we relate, how we lead, and how we structure systems and culture so that everyone can thrive and contribute.
Inclusion requires us to work with—not despite—our differences. It’s about fostering mutual benefit, disrupting patterns of inequality, and supporting growth and participation at all levels and for all people. At its core, it’s about how we behave with each other and how we create what I call experiences of inclusion: the ability to feel safe, welcomed, and valued, and to do our best and be our full selves without having to hide what we value most about who we are.
Why is inclusion so challenging?
Inclusion appeals to many of us—but often collides with persistent tensions. These aren’t signs of failure; they’re built into the nature of inclusion itself. They are paradoxes we must learn to see and navigate (Ferdman, 2017).
These are three core paradoxes of inclusion I see repeatedly:
1. Belonging vs. Uniqueness: the tension between fitting in and standing out. Inclusion means being fully accepted and being different. But to belong, people often feel pressure to assimilate. Groups require some adaptation from members to function—but inclusion also calls us to create spaces where people can be fully themselves and fully part of the whole.
2. Stability vs. Flexibility: holding and questioning the line. Organizations need clear norms and boundaries. Yet those must evolve as people and contexts change. Inclusion requires both: honoring what defines us while making space for evolution and transformation. And we must also define the norms of inclusion itself, because it doesn’t mean anything goes.
3. Comfort vs. Discomfort: balancing safety and stretch. Inclusion often involves comfort and psychological safety. But real inclusion also demands courage and vulnerability: hearing dissent, addressing bias, and leaning into growth—even when it feels uncomfortable, as it is likely to do in a diverse group or organization.
These are not either-or dilemmas. Trying to “solve” them by choosing one side usually intensifies the tension. Instead, we need to acknowledge, hold, and manage them with intention and care.
So, what can we do?
Fostering inclusion is everyone’s responsibility. Here are a few ways to act with intention while navigating these tensions:
Build relationships across differences
- Greet people genuinely. Learn names and stories. Help others feel seen.
- Listen with curiosity as an ally — not a critic. Ask to understand. Don’t rush to respond, defend, or dismiss.
- Notice when you feel defensive or unsure — and lean in. Discomfort often signals growth.
- Check your impact. Recognize that while intentions matter, how your actions land matters more. Be open to feedback and willing to adjust.
- Invite new voices. Encourage dissent. Seek out and consider multiple perspectives.
- Share information openly, along with your intent and thought process.
- Think “we,” not just “I.” Inclusion isn’t just about individual actions—it’s about creating shared norms of respect, trust, and belonging.
When we choose to do the work of inclusion—imperfectly, persistently, and together—we create the conditions where everyone has a voice, a place, and a chance to thrive.
About the author: Bernardo Ferdman, Ph.D., Principal of Ferdman Consulting and Distinguished Professor Emeritus at Alliant International University is a globally recognized leadership and organization development consultant, thought leader, and executive coach with 40 years of experience helping organizations transform diversity into a strategic advantage and inclusion into a tangible, lived experience. He is passionate about creating inclusive environments where everyone can thrive and accomplish goals effectively, productively, and authentically.
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