Chapter 1: Understanding Diversity

This chapter establishes a practical foundation for working with diversity in research management. It begins by clarifying core terms – diversity, equity, inclusion, belonging, intersectionality and diversity literacy – arguing that clear, shared definitions are not an academic exercise but an essential toolbox for collaboration. Diversity is framed not as an individual attribute but as the coexistence of different identities within groups and systems. At the same time, equity and inclusion are positioned as the means to create environments where those differences enrich research.

The chapter situates diversity within internationalisation, highlighting how global collaboration both brings richness and introduces challenges. Cultural contexts shape which identities are most salient, from race in the US to indigenous populations in Canada or migration in Europe. These differences complicate partnerships, particularly when national laws or institutional rules conflict with one another. Language emerges as both a bridge and a barrier: English as a lingua franca can reinforce asymmetries of power, limit participation and distort cultural nuance.

A historical perspective shows that inclusion in academia has progressed slowly, often driven by legislation or activism from underrepresented groups rather than institutions. Research managers are reminded that while progress is uneven, the long arc bends towards greater inclusion, and that their profession now carries both responsibility and opportunity to shape the next chapter. The overarching argument is that diversity in research is dynamic and context-specific and requires continuous development of diversity literacy, moving beyond compliance towards proactive, transformative leadership.