Recent reviews of efforts to reduce prejudice and increase diversity, equity, and inclusion (DEI) in the workplace have converged on the conclusion that prejudice is resistant to change and that merely raising awareness of the problem is not enough. There is growing recognition that DEI efforts may fall short because they do not effectively motivate attitudinal and behavioral change, especially the type of change that translates to reducing disparities. Lasting change requires sustained effort and commitment, yet insights from motivation science about how to inspire this are missing from the scientific and practitioner literatures on DEI trainings. Herein, we leverage evidence from two complementary approaches to motivating change and reducing defensiveness: self-determination theory, a metatheory of human motivation, and motivational interviewing, a clinical approach for behavior change, to tackle the question of how to improve DEI efforts. We distill these insights for researchers, teachers, practitioners, and leaders wanting to apply motivational principles to their own DEI work. We highlight challenges of using this approach and recommend training takes place alongside larger structural and organizational changes. We conclude that motivation is a necessary (but insufficient) ingredient for effective DEI efforts that can energize personal commitment to DEI.

中文翻译：

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动机科学可以改善多样性、公平性和包容性 (DEI) 培训

最近对减少工作场所偏见和增加多样性、公平性和包容性 (DEI) 的努力的审查一致得出这样的结论：偏见难以改变，仅仅提高对问题的认识是不够的。人们越来越认识到，DEI 的努力可能会失败，因为它们不能有效地激发态度和行为的改变，特别是能够转化为减少差距的改变类型。持久的改变需要持续的努力和承诺，但有关 DEI 培训的科学和实践文献中却缺少来自动机科学的关于如何激发这种改变的见解。在此，我们利用两种互补方法的证据来激励变革和减少防御：自我决定理论（人类动机的元理论）和动机访谈（行为改变的临床方法）来解决如何改进 DEI 努力的问题。我们为希望将激励原则应用于自己的 DEI 工作的研究人员、教师、从业者和领导者提炼出这些见解。我们强调使用这种方法的挑战，并建议在进行更大的结构和组织变革的同时进行培训。我们的结论是，动机是有效的 DEI 努力的必要（但不充分）要素，可以激发个人对 DEI 的承诺。