Advocating for a behavioural science approach to inclusion and diversity

Abstract

In recent years the benefits of inclusion and diversity have become increasingly clear. Australian and international studies have demonstrated the significant improvements in innovation, productivity and growth that can be achieved when teams are both inclusive and diverse. However, meaningful progress requires moving beyond traditional diversity initiatives. This paper highlights the potential use of behavioural science to design successful implementation strategies to improve diversity and inclusion in the upstream energy industry. This paper will also provide guidance on how scientific methodologies can be applied to measure impact and return on investment (ROI), aligning the business case for diversity and inclusion with individual interventions. Behavioural science involves the observation, hypothesis, experiment and analysis of human behaviour to draw conclusions. It is now a leading school of thought at the world’s top research and learning organisations. This paper argues that by measuring outcomes of diversity and inclusion interventions through a behavioural science approach, organisations can make informed decisions, identify areas of improvement, and refine their strategies to improve ROI. This approach not only ensures that resources are invested effectively but also fosters a culture of continuous learning and adaptation, leading to sustainable and meaningful progress for all employees and stakeholders. Drawing on international research and local case studies, this paper showcases successful applications of behavioural science in transforming organisational cultures, creating safer and more inclusive workplaces. Ideas for quantitative and qualitative measurements are proposed for application in the upstream energy industry, with a particular focus on operational people and performance.