TTC: Journey to Inclusion

Exploring the problem

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Let's Talk IDEA

The terms IDEA will be mentioned several times throughout this page, thus let us get acquainted with it. IDEA is short for Inclusion, Diversity, Equity, and Accessibility.

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What Comes to Mind When We Talk About Inclusivity and Diversity?

We are inspired by the work of Arwa Mahdawi in her Ted Talk on The Surprising Solution to Workplace Diversity. In this Ted Talk, Arwa debunks the common notion that diversity is solely about numbers and ticking boxes, emphasizing the importance of embracing individuality and authenticity in fostering a diverse and inclusive work environment. IDEA in its essence is the formation of a culture of acceptance, where employees feel empowered to express their unique selves without fear of judgment or discrimination. By fostering an environment where "weirdness" is celebrated, creativity and innovation flourish, ultimately benefiting the entire organization. This conception of IDEA forms the foundation of our perspective on how we can better understand our client and to forge effective collaboration.

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Why is IDEA important?

Using STEEPV analysis, we identified the significant trends and signals of change that could impact the environment in which the Diversity department and the TTC operate. These trends also establish the significance and need for integrating IDEA within organizations. Among the numerous trends, we have identified three key ones that we believe hold the most significant impact, which can be viewed in the slides bellow.

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About The Diversity Department

The Diversity Department is a two-year old department within the TTC, comprising of proficient consultants and instructors specialized in diversity, training, and anti-racism policies. Its primary objective is to promote awareness and prevent discrimination. Central to the TTC organization, the Diversity Department assumes a crucial role in driving and leading cultural transformation, striving to foster a sense of belonging where each individual is valued, respected, and included.

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Research and Exploration

During the exploration phase, we conducted comprehensive primary and secondary research to gain a profound understanding of the problem within the Diversity department. Our aim was to validate the problem's scope, comprehend associated challenges, and draw insights from other organizations' experiences. The research activities included:

Primary Research

We conducted workshops with Diversity department members to understand the environment, stakeholders, and core challenges. Utilized tools like Stakeholder maps, Love Letter and Breakup Letter, and Prompt Questions, as well as administered a survey targeting stakeholders interacting closely with the IDEA team to gain deeper insights and diverse perspective of the collaboration dynamics.

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Secondary Research

Our team reviewed various published documents relevant to the IDEA initiatives within the TTC, aligning with Diversity team's objectives and identifying key concerns, benchmarked IDEA initiatives of leading organizations worldwide to gain insights into best practices and utilized STEEPV foresight tool to identify potential impacts on the Diversity department.

Understanding the challenge

In this phase of the project, the information collected in the discovery phase was synthesized and analyzed to narrow down our challenge. This phase gave us a clear understanding of the problem we were facing, the pains and gains, and patterns of information. These results were essential to head to our next step, ideation or solution finding.

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Findings and Problem Framing

The major findings and key insights are conclusions drawn from our analysis of the current Diversity Department structure, data patterns, and pains identified during the synthesis and analysis process. We employ various tools, including Causal Layer Analysis, Jobs to Be Done, and Empathy Map, to analyze and identify major challenges, departmental needs, and key opportunities. Based on our findings and analysis, we have refined our initial challenge/problem statement, forming the foundation for our solution ideation.

Exploring new solutions

Through a collaborative ideation workshop, the TTC Diversity and OCAD design teams synergistically generated ideas and solutions to address a departmental challenge. These ideas were thoroughly analyzed and served as inputs to construct innovative concepts. Tools such as the Business Model Canvas were utilized to explore diverse approaches and possibilities. Subsequently, the TTC team engaged in interactive and collaborative discussions to refine and ultimately finalize the proposed solutions.

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Ideation Workshop

After framing the challenge, the solution development phase was initiated with ideation, a significant part of the creative process where we tried to seek new ideas, solutions, or concepts. The aim was to involve the users (the Diversity Department) in freely exploring these ideas.Based on our understanding of the challenge, we developed "How might we" questions for the team member to answer individually and discuss each ideas.

The major themes and ideas that emerged from this workshop are the fundamental building blocks for the solution development process. They represent the essential elements that must be incorporated to ensure the effectiveness and success of the proposed approach. By identifying these "must-haves," we establish clear guidelines and priorities that will shape the development of the strategy, ensuring that it addresses key challenges, leverages opportunities, and aligns with the organization's goals.

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Developing Alternative Concepts

Three alternative business models were developed for the Diversity Department. Each model necessitates distinct resources and strategies for successful execution. Nevertheless, all of the models centered around cultivating robust networks and relationships with stakeholders at every organizational level. The key objective was to enhance collaboration and participation to effectively implement inclusive IDEA initiatives and strategies.

These concepts set the foundation for the final solution that is the recommended strategy and have been translated into tangible initiatives.

Recommended Strategy

The final strategy results from the comprehensive research, analysis, and ideation process that led to the formation of three goals: Constant output, Building credibility, and Department Rebuilding. These goals set the objectives for strategic initiatives categorized as quick wins, mid-term or long-term.
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Each of the alternative models was deconstructed into tangible initiatives aligned with the strategy's goals and timeline. Recommended steps and allocated resources were assigned to each initiative. An overarching timeline was established for Quick Wins, Medium-Term, and Long-Term initiatives to ensure effective implementation, with the possibility of simultaneous execution. These initiatives acknowledge and leverage the valuable insights, experience, and expertise within the Diversity department, fostering resilience and progress. To execute these initiatives successfully, the Diversity department must enhance specific organizational capabilities and develop the necessary capacity.