Legate Nicole, Weinstein Netta
Department of Psychology, Illinois Institute of Technology.
Department of Psychology, University of Reading.
Perspect Psychol Sci. 2025 Jul;20(4):714-729. doi: 10.1177/17456916231186410. Epub 2024 Jan 29.
Recent reviews of efforts to reduce prejudice and increase diversity, equity, and inclusion (DEI) in the workplace have converged on the conclusion that prejudice is resistant to change and that merely raising awareness of the problem is not enough. There is growing recognition that DEI efforts may fall short because they do not effectively motivate attitudinal and behavioral change, especially the type of change that translates to reducing disparities. Lasting change requires sustained effort and commitment, yet insights from motivation science about how to inspire this are missing from the scientific and practitioner literatures on DEI trainings. Herein, we leverage evidence from two complementary approaches to motivating change and reducing defensiveness: self-determination theory, a metatheory of human motivation, and motivational interviewing, a clinical approach for behavior change, to tackle the question of how to improve DEI efforts. We distill these insights for researchers, teachers, practitioners, and leaders wanting to apply motivational principles to their own DEI work. We highlight challenges of using this approach and recommend training takes place alongside larger structural and organizational changes. We conclude that motivation is a necessary (but insufficient) ingredient for effective DEI efforts that can energize personal commitment to DEI.
最近对职场中减少偏见、增强多元化、公平性和包容性（DEI）所做努力的综述得出了一致结论：偏见难以改变，仅仅提高对该问题的认识是不够的。人们越来越认识到，DEI努力可能会失败，因为它们没有有效地激发态度和行为的改变，尤其是那种能够转化为减少差距的改变。持久的改变需要持续的努力和投入，然而，关于如何激发这种改变的动机科学见解在关于DEI培训的科学文献和实践文献中却付诸阙如。在此，我们利用来自两种互补方法的证据来推动变革并减少防御心理：自我决定理论，一种人类动机的元理论，以及动机性访谈，一种行为改变的临床方法，来解决如何改进DEI努力的问题。我们为那些希望将动机原则应用于自身DEI工作的研究人员、教师、从业者和领导者提炼这些见解。我们强调使用这种方法的挑战，并建议培训应与更大规模的结构和组织变革同步进行。我们得出结论，动机是有效DEI努力的必要（但不充分）因素，它能够激发个人对DEI的投入。
