ED018-03
A resilience framework supports the retention and success of diverse talent
Abstract:
“Being resilient” can be problematic because it is a term often deployed by people from dominant groups as a buzzword, as code for a rather narrow definition of “success” in uncomfortable or hostile environments where dominant-group experiences are centered and normalized. A more clear and useful definition of resilience could be the ability of someone to return to their original and/or desired state after change or stress. We emphasize that in order to center and prioritize the experiences of marginalized people, marginalized individuals should identify their own definition of “original and/or desired state”. In this “recentered” way, a conceptual framework of resilience can be appropriately used to design DEJI policy.
Four dimensions of “recentered” resilience — borrowed from systems theory — are transformative, absorptive, adaptive, and restorative capacities. Applying these concepts to social issues requires us to prioritize the transformative capacity of marginalized communities as a swift, just, and inclusive transformation is imperative. However, we recognize that transformative design and implementation may not be immediate; the latter three capacities are essential in the meantime to mitigate harm, build community, and improve retention. Thinking in terms of these four capacities can help guide institutional policy toward a comprehensive, cohesive, and empowering model of resilience, thus increasing the retention of currently marginalized individuals.