At the end of a three day training course for managers on creating an inclusive work place the trainer went round the group asking individuals what three things they would do on returning to work as a result of the course. The first person said ,” I will rearrange the furniture in my office”. Without a hint of sarcasm the trainer replied. “ Well I suppose at least you will feel you have changed something “ and moved on to the next person.

This was the last hour of the last afternoon of the course there was no time to explore the reasons behind this individuals proposed action or challenge it but I have thought about their response ever since  and wondered what they meant.

I was shocked but not surprised.I  had not been impressed by the level of awareness or the contribution  of my colleagues during the course. Was this all this individual could come up with? What had this to do with inclusion?

Some people on the course had initially assumed that as this course was billed as part of the Equality and Diversity program that it would focus on disability and access. They referred to offices not having wheel chair access and so people with disabilities were excluded from the work place. The trainer  did correct this view early on stressing that inclusion and access were not about physical barriers but social attitudes and stereotypes. Was  the proposed rearranging of the office furniture an indication that the message had not got across to this individual?

At the time I felt very frustrated on behalf of the trainer.

I have since thought maybe this was not the stupid answer I thought it was. Maybe this individual had absorbed the material and insights the trained provided. May be this persons awareness levels had been raised. May be they were genuinely committed to increasing inclusion after all they had put themselves forward for the course. So  when they said that on returning to the office they would rearrange the furniture were they expressing their sense of “helplessness” and a view that as a lowly first line manager they were powerless in face of such a big challenge. Were they reiterating the view expressed on the course that it was down to HR and senior management to impose the changes. Or was this a clever plan to start  a debate in the office/team about changing things? Am I over thinking?

Perhaps the lesson to be taken from this is that we assume that if organisations raise managers awareness and insights into the issue of inclusion then the organisation will become more inclusive. However if managers feel powerless to change things or continue to think it is down to HR and senior management then workplaces will not become more inclusive.