“Deference DEI”
In recent years, Diversity, Equity, and Inclusion (DEI) has become a central focus for many organisations. And while this shift is encouraging, it’s also clear that not all DEI efforts are created equal.
In Elite Capture, Olúfẹ́mi O. Táíwò introduces the term “Deference DEI” to describe how organisations often focus on symbolic gestures rather than tackling the deeper, systemic issues at play.
But let’s take a moment to reflect: how is “Deference DEI” being discussed, and who is it being applied to?
Symbolism vs. Substance
Táíwò’s concept highlights a very real problem: organisations sometimes centre individuals from marginalised groups as visible representatives without equipping them with the tools, resources, or authority to drive meaningful change. These individuals become symbols of inclusion rather than agents of transformation.
And here’s the rub: instead of holding organisations accountable for this performative approach, the term “Deference DEI” is increasingly being used to challenge the legitimacy of those doing this vital work. It’s becoming another way to undermine the expertise of DEI leaders, many of whom come from marginalised groups.
Who are we choosing to challenge?
This raises important questions:
Are we being equitable in how we apply this critique?
Who are we challenging, and why?
Who decides who’s qualified to lead DEI efforts? And who gave them the authority to decide?
When DEI was primarily focused on gender equity, there was little controversy around women leading the work. Their lived experience was seen as a strength, and their qualifications were rarely questioned. But as DEI expands to include racial, cultural, and economic inequities, the scrutiny seems to have intensified. Particularly for those from marginalised backgrounds.
This shift feels less like progress and more like gatekeeping. And the question we must ask ourselves is: are we using “Deference DEI” to demand better systems, or to protect the status quo by undermining those pushing for real change?
The Real work isn’t easy
Let’s be clear: many DEI leaders aren’t just their lived experiences (though those are invaluable). They’re educated, experienced, and deeply qualified to tackle these issues. But the work they’re trying to do, which is redistributing power, dismantling systems of inequity, and building structures that foster true belonging, requires more than symbolic gestures.
Real DEI work demands:
Redistribution of power. Giving DEI leaders the authority to make meaningful decisions.
Resources. Ensuring they have the support to do their jobs effectively.
Structural reforms. Tackling inequities at their roots, not just papering over the cracks.
When we fixate on individuals rather than the systems they’re working to change, we lose sight of what’s truly important.
Moving forward
The work of DEI is not about optics, it’s about creating environments where everyone has the opportunity to achieve whatever they put their minds to. To get there, we need to stop using terms like “Deference DEI” to question the credibility of those doing the work and start focusing on holding organisations accountable for building equitable systems.
So let’s ask ourselves:
Are we challenging systems, or gatekeeping individuals?
Are we amplifying the voices of those driving change, or are we silencing them with scrutiny?
Aquaintz Consulting is here to help you move beyond performative DEI and create real, sustainable change within your organisation. Contact us today to see how we can help you on your journey.
#Diversityandinclusion #Equityinaction #Systemschange #Transformativeleadership #Belonging #Inclusiveworkplaces