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This chapter presents a study on the role of internal communication for diversity and inclusion (D&I) management in organisations. It sheds light on how the units D&I management and internal communication are linked to each other in terms of exchanging and sharing ideas and know-how and the (common) pursuit and achievement of strategically set objectives. In total, 20 D&I experts (17 D&I managers and three D&I management consultants) from Austria and Germany were interviewed. The focus of the interviews was on the development of D&I management strategies and concomitant measures as well as the internal D&I communication activities. The findings indicate the importance of internal communication to communicate D&I goals and measures. In this context, the internal communication department plays the role of a service provider and advisor. Numerous communication channels are used to communicate D&I initiatives, with ‘rich’ media such as interpersonal communication and social intranet being particularly common. Furthermore, the results show that storytelling is a particularly popular form of communication. The study contributes to the scholarly examination of the role of internal communication in D&I management, to what extent and how the two units collaborate, and what communication measures are taken to pursue D&I management goals.

We are all a part of the structures and struggles of a wider society, the impact of which is also felt at the classroom level which creates its own society. Classrooms are guided by the invaluable contribution of teachers who play a key role in imbibing inclusivity, compassion, and social justice in the classroom atmosphere. The teachers ensure that the classrooms are spaces in which every learner feels wanted and included. An inclusive classroom has huge positive impact on learner where every child, regardless of their background, benefits from the learning process. Inclusiveness is far from being mere rhetoric and achieving an equitable opportunity for all is a challenge. Tools, frameworks, and standardized procedures have been formulated with an effort to minimize learning barriers and create a genuine inclusive environment. Sustainable Development Goal 4 on education advocates inclusive and equitable quality education and lifelong learning opportunities for all in every part of the world by 2030. It emphasizes inclusion and equity as the foundations for quality education and learning. This chapter explores the meaning of inclusiveness and multiculturalism in a classroom context and further explores strategies that have been adopted toward formulating an all-inclusive classroom. In this volume, authors have written about inclusion and equity in and through education systems and programs. Through case studies and narratives, they have described steps undertaken in different parts of the world to prevent and address all forms of exclusion and marginalization, disparity, and inequality in educational access. The chapters will serve as a resource for educationists and practitioners and contribute toward inclusive education.

This chapter explores a set of principles that underpin ensuring that the learning needs of all students are addressed in next generation learning spaces. With increasingly diverse higher education environments and populations, higher education needs to move from seeing student diversity as problematic and deficit-based, to welcoming, celebrating and recognising diversity for the contributions it makes to enhancing the experience and learning outcomes for all students. The principles of Universal Design for Learning (CAST, 2011) provide a framework for high-quality university teaching and learning, as well as guidance on the multiple methods and means by which all students can be engaged and learn in ways that best suit their individual styles and needs. An inclusive approach is important pedagogically and applies to both the physical and virtual environments and spaces inhabited by students. When the design of physical environments does not incorporate universal design principles, the result is that some students can be locked out of participating in campus or university life or, for some, the energy required to participate can be substantial. With the digital education frontier expanding at an exponential rate, there is also a need to ensure that online and virtual environments are accessible for all. This chapter draws on the relevant research and the combined experience of the authors to explore an approach to inclusive practices in higher education next generation learning spaces and beyond.

Despite an enormous growth of the literature and research on inclusive education during the last two and a half decades, theory and practice on inclusive education are still inconsistent across the education systems worldwide. It is defined, conceptualised and practised differently across diverse socioeconomic contexts and groups of scholars and practitioners. While some promote educating all students in a mainstream classroom setting irrespective of their abilities and physical, emotional and behavioural challenges, others emphasise improving the overall quality of education for all children from diverse backgrounds. Given that education is a multidimensional social enterprise, promoting a single perspective at the cost of others or merely emphasising the role of schools and teachers may hardly result in improved education outcomes and guarantee equal learning opportunities for all. This chapter will critically review the relevant theory and discuss the different approaches to inclusive education. Then it will discuss the potential challenges to inclusive education across the education systems. Finally, the chapter will offer an inclusive way forward for improving the quality of education for all children, irrespective of their backgrounds, in mainstream schools in multicultural contexts.

Leadership diversity promotes inclusive decision-making, innovation, and sustainable performance. This chapter examines the relationship between corporate board diversity and social criteria under the environmental, social, and governance (ESG) framework, emphasizing gender parity on boards. ESG data are linked to one-fourth of the world’s professionally managed assets, worth $20 trillion (Eccles et al., 2019). Despite progress, less than 20% of corporate boards worldwide include women (Deloitte, 2021). Social psychology’s conformity theory describes how group dynamics affect individual behavior. Minority views are not easily expressed or heard in groups as social constraints favor conformity with the majority’s viewpoint (Asch, 1955; Glass & Cook, 2017; Yarram & Adapa, 2021). When a group encounters persistent minority viewpoints from multiple individuals, it is more likely to consider and learn from the minority voice (Asch, 1955). Decision-making and problem-solving increase when a board has diverse perspectives and critical mass can contribute to normalizing diversity on boards removing communication impediments. In the context of corporate board diversity, this theory can be applied to address diversity challenges, improving decision-making and problem-solving. To promote board diversity and inclusion, we developed BOARDS, a six-step process to assist current boards on increasing their capacity for inclusion. Our four-step process SKIM can be used to prepare potential board members for future opportunities. This chapter underlines the necessity to eliminate diversity gaps on corporate boards to develop a sustainable model of social equality to build inclusive corporate boards. Future research should consider other diversity variables including age, sexual orientation, and cultural and language diversity.