The Foreign Service Journal, November 2020

14 NOVEMBER 2020 | THE FOREIGN SERVICE JOURNAL rent demographic over-representation instead of rebalancing it. • Additional Time-in-Class (TIC) for Board of Examiner assignments does nothing for promotability, which is what employees want. • A new or more expansive deci- sional criterion for promotion, based on commitment to minority recruitment, retention, promotion and professional development of subordinates, would add to an already dense mix of precepts that few employees fully absorb now. It would also create requirements over which raters and reviewers do not have control (e.g., selection boards make promotion decisions). And with Black FSOs representing only 6 percent of the officer corps, it would not change the competitive landscape for assignments in the 275 overseas posts and many domestic bureaus. The supply and demand equation means that some offices, no matter how much effort they expend, may not be that attractive to minorities. Of course, they should make maximum effort, but the outcomes are still uncertain. • Having the chief diversity officer report to the Secretary of State rather than the Deputy Secretary is an orga- nizational chart formality that does not change actual practice. Many of the individual ideas in the articles have merit, but they would not move the institutional needle by much. In contrast, Patrice Johnson’s call for sys- temic changes in performance manage- ment and assignments, if implemented, would be a much more effective means to propel progress. It is time for bold and fundamental changes. Realistically, some will take time to play out before they produce the results we all want to see. That is why urgency is necessary to conceive and The Ability to Connect BY DIANE MITCHELL HENRY Diane Mitchell Henry is founder and chair of the American Women for International Understanding’s Career Opportunities for International Relations program. T he world is still grappling with the challenges of the coronavirus pandemic and global protest to end systemic racism. The waves of global solidarity in response to these dilem- mas have affected all sectors of life. In this new level of activism, the message resounds: “Enough is enough.” It is not rocket science to know what is right and reject what is wrong in 2020. Now is the time for the international community leadership to deploy solu- tions that dismantle systemic racism and establish equity. We salute The Foreign Service Journal for focusing on solutions to the lack of diversity in the foreign affairs agencies. American Women for International Understanding, at awiu.org , is a nonprofit organization established in 1968 to con- tribute to solutions to systemic oppres- sion around the world. As the organiza- tion states on its website: “American Women for International Understanding champions a more just, economically sound and humane society around the globe. Our advocacy begins with a strong foundation here at home, where racism and discrimination have no place. Our mission drives us to build a better world with understanding, compassion and respect for all.” As chair of the AWIU Greater Los Angeles County Chapter since 2012, and founder and chair of the AWIU Career Opportunities for International Relations program (COIR), I have been deeply involved in advancing global exposure for young people from underrepresented communities to become change agents for social and economic equity. COIR is an empowerment leader- ship initiative for global engagement for high school students, college students and young adults who are interested in internships, travel and working in inter- national relations, diplomacy and the global corporate world. Participants in COIR convene in distinguished locations in Washington, D.C., and observe conversations between global icons. They interact with panelists working in various international relations and global careers and professions. They interact with public and private global organization mentors and recruiters in networking sessions, and also network with like-minded youth. engineer deep reforms. Being clear- eyed about structural misalignments and shortcomings and hard-headed about genuine solutions, and having a tenacious, relentless commitment to overhaul creaky systems and embedded cultural norms are all necessary. With the compelling imperative for change, the FS must focus on the most consequential reforms as the first-order priority. Systemic problems require sys- temic solutions. n