Volume 39 Number 5 | October 2025
Summary

ASCLS President-Elect Stacey Robinson calls for building a “learning organization” around diversity, equity, inclusion, and belonging. Using a systems approach, she emphasizes systems thinking, breaking assumptions, shared vision, and team learning. Robinson urges patience, sustainable progress, and embedding DEIB into ASCLS’s culture, ensuring it becomes an ongoing, self-perpetuating commitment that strengthens leadership, relevance, and patient care.

A Systems Approach to Diversity, Equity, Inclusion, and Belonging

Stacey Robinson, MS, MLS(ASCP)SH,SCYM, ASCLS President-Elect

Stacey RobinsonGrowing up in three different countries and working internationally has fundamentally shaped my understanding of diversity. In truly diverse environments, diversity feels comfortable and safe. When everyone brings different perspectives and backgrounds, no one person carries the burden of being “the different one.” We seem to naturally extend grace to each other because we recognize that none of us fully knows all the unwritten rules; we’re all navigating the differences together.

This experience has led me to spend considerable time wondering how organizations can transition from their current position to achieve a level of authentic diversity where differences become strengths rather than barriers. I don’t claim to have the answers, but I’ve gathered some ideas that I believe can guide us forward.

The Challenge of Measuring Progress

Many of us recognize that we have a diversity challenge in ASCLS. Over the years, we’ve heard from members who would appreciate seeing greater representation on our Board of Directors and in leadership positions. Members have shared that they don’t see themselves reflected in our leadership, and this disconnect poses a threat to our future. When talented professionals don’t feel fully connected to our organization, we all miss out on the expertise and perspectives they could contribute.

Central to this work is understanding what Sinek (2019) describes as the “infinite game.” In finite games, we know the players, understand the rules, and can clearly identify winners. Diversity operates differently; it’s an infinite challenge in which we cannot anticipate every participant or circumstance we’ll encounter, nor can success be measured by a single metric. Traditional metrics might show us whether we’ve made progress in our intended direction, but they can’t declare when we’ve “succeeded at diversity.” This understanding shapes how we must approach this work, as an ongoing commitment to growth and learning.

Why This Matters beyond ASCLS

The impact of our work extends far beyond our membership. When ASCLS becomes more diverse and inclusive, we enhance our relevance and improve our potential to maintain and grow our membership. We develop expertise relevant to a diverse population—consider the issues we have addressed, such as eGFR calculations and transgender reference intervals, which required diverse perspectives to find an appropriate resolution.

Healthcare providers benefit from laboratory services that better serve all patients. Legislators gain access to expertise that reflects the communities they serve. And ultimately, patients receive care that’s more responsive to their individual needs.

A Framework: Becoming a Learning Organization

I propose that ASCLS become a learning organization with respect to DEIB, drawing on Senge’s (2006) five principles as a framework.

  1. Systems Thinking. I would like us to explore diversity from multiple perspectives to gain a deeper understanding of the interactions within our system. Some aspects of our system may work together to maintain the status quo, even as we strive for improvement. This process would involve examining not only our formal processes and structures but also our informal networks to identify potential leverage points for making meaningful improvements.
  2. Breaking Mental Models. Let’s examine and challenge our assumptions about what type of person can serve in leadership and how a leader should look or sound. We should focus on creating strong development pathways that prepare a diverse group of candidates for success. Let’s highlight and explore those mental models that may unconsciously limit our leadership pipeline.
  3. Personal Mastery. I encourage all of us, myself included, to see and embrace a personal vision of a more diverse ASCLS. This must be a personal vision because it needs to have meaning for each of us. Personal mastery means sustaining that vision through all challenges, even when progress seems slow.
  4. Shared Vision. I envision an ASCLS that celebrates its diversity; an organization that is genuinely curious about different people and ideas. A Society that recognizes our collective strength grows when we welcome the full range of perspectives our members offer. Our personal visions will all be somewhat different, but that’s okay. That is what makes a shared vision multidimensional and brings it to life.
  5. Team Learning. We can enhance our organizational awareness of diversity and practice setting aside our assumptions to ask genuine questions. By “thinking together,” our combined understanding can surpass what any of us could achieve alone. As a society, diversity conversations can evolve into collaborative learning experiences that promote a deeper understanding of one another across diverse backgrounds and perspectives.
Avoiding the Pitfalls

Let’s practice patience when results take time to emerge, rather than changing course too quickly. We’ll aim for comprehensive approaches rather than focusing solely on easier, smaller changes that may not address the underlying issues.

We will celebrate progress while keeping our larger goals in mind, and when challenges arise, we will strive to find balance and consider multiple perspectives. Most importantly, let’s focus on sustainable, long-term solutions rather than relying on quick fixes.

Making It Self-Perpetuating

The wonderful aspect of being a learning organization is that these efforts can become self-perpetuating. When DEIB is embedded in our learning, growth, and operations, it doesn’t rely on the passion or commitment of any single leader—it becomes part of our organizational DNA.

So, let’s maintain an infinite mindset about this work and keep these conversations active. Leaders’ discussions often signal to everyone what is important to the organization (Schein, 1999). Together, we can hold the creative tension between our current state and our potential future, using that energy to propel us forward.

Together, we can build an ASCLS where diversity isn’t just talked about—it’s lived, learned, and continuously developed, where every member can see themselves not just as belonging in our organization, but in our leadership as well.

References
  • Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Random House/Currency.
  • Schein, E. H. & Schein P. (2017). Organizational culture and leadership. 5th Wiley.
  • Sinek, S. (2019). The infinite game. Portfolio/Penguin.

Stacey Robinson is ASCLS President-Elect and resides in Bethesda, Maryland.