To work towards their purpose of inspiring and supporting creative problem-solving, the Bush Foundation knew building intercultural competence would be key to meeting their goals of making the region better for everyone. They first started their work with the IDI to improve the Foundation’s ability to be inclusive and effective in its grantmaking, operations, outreach, and partnerships. This specific work took place during a wide range of internal and external strategic and operational changes. Building on their earlier IDI project, the foundation is now refreshing their overall approach to internal equity work and plans to again use the IDI to help staff understand their own views and tendencies and to provide an organization-wide view of the same.
The Bush Foundation first engaged with the IDI in 2014 as a first step on a deep equity journey. The goal was to get a baseline understanding of the group’s approach towards cultural differences. They engaged a long-term consulting partner to administer the IDI to all employees and to review the aggregate organization-wide IDI data. Follow-up steps included Action Learning Teams to revamp equity-centered policies and practices with staff from across the foundation. Although there have been significant changes in strategy and staffing since the initial project started, the organization is continuing to build on their progress and incorporate new perspectives from new hires.
Utilized the experience of QAs external to the organization to leverage their expertise and intentionally build scaffolding that supported the sustainability of the work
Entire staff of 35 people took the IDI and engaged in post-assessment review and discussion of Intercultural Development Plans (IDPs)
The entire staff engaged with the IDI as a baseline assessment and measurement of organizational development progress
The Foundation’s progress with the IDI was evident in the group’s movement from Minimization to Acceptance. Their progress is also reflected in a wide variety of activities related to both their internal operations (vendor diversity, holiday schedules, event planning, pay equity and compensation philosophy) and issues that bridge both internal and external work, such as productively recognizing power dynamics with grantees, incorporating community views into strategic review of their work, and continuing to bring curiosity and awareness to all their interactions. The developmental frame of the IDI – recognizing that each person’s learning and growth are always a work in progress – continues to be one of the most important grounding concepts for the Foundation.
The IDI provided useful insight into the approach towards organizational development that would be most impactful for the group. Using the IDI provided support for the Bush Foundation to:
Create shared language as well as identify and implement learning topics related to the group’s IDI results
Learn and practice how to recognize and work within different communication and conflict styles
Revise organization polices like bereavement leave, holidays, and grantee selection processes
Incorporate individual action towards equity and inclusion into each person’s work plan
Create an internal equity team to serve as champions for continued learning and development
"We know that our deep internal work brings our external equity goals closer in view."
Other Case Studies
Interested in ways the IDI has been used in other settings? Explore our other compelling case studies that feature a variety of approaches to using the IDI.
The IDI is widely used in universities, colleges, and school districts with faculty, staff, and students for a variety of programs including faculty and staff development; student assessment and development; and study abroad and other programming.