Marjolein Dennissen

132 The Herculean task of diversity networks Collective bottom-up initiatives Diversity networks are potentially well-positioned to contribute to organizational equality. Located within organizations, diversity networks are acquainted with the organizational context and diversity discourses, which provides them with contextual knowledge about organizational practices that contribute to organizational inequality. As bottom-up initiatives, diversity networks can gain the support of employees, whereas top-down initiatives may be prone to resistance (Bleijenbergh, 2018; Lombardo &Mergaert, 2013; Van den Brink & Benschop, 2018). Attention tomarginalized organizational voices is considered to be a key issue in diversity management and organizational equality (Bell et al., 2011; Benschop & Verloo, 2011; Prasad & Mills, 1997). Representing marginalized organizational voices, diversity networks are a valuable instrument for collecting stories (Hemmings, 2011; Scully & Segal, 2002) of discrimination and exclusion and using these stories as concrete examples to challenge the organization. This would provide “nuanced and nimble ways to mobilize resources and to pick battles” (Scully & Segal, 2002, p. 162). In my study, I have seen diversity networks using these stories to impact the managerial agenda-setting and HR policy-making. My research has shown that thinking and acting strategically about "picking battles" is important as it influences how diversity and inequality are picked up by the management. By properly addressing issues of organizational inequality with the management, as well as during events, diversity networks potentially gain momentum for change. For example, copping out becomes more difficult to do if network members make their experiences of discrimination as explicit as possible in meetings with organizational (HR) management. Shared responsibility Although diversity networks can represent marginalized organizational voices, challenge the organization, and address and advise on inequality-related issues, they cannot be solely responsible for the solution. To be able to fulfill their potential, diversity networks need the support of the organizational (HR) management. An important reason for this is a practical one: by means of support from the organizational (HR) management, diversity networks are able to negotiate resources such as funds or time to conduct diversity work outside of their regular jobs. Networks can be creative in arranging their own resources or organizing activities on a small budget, but without managerial commitment, their accomplishments remain limited. In my research, I saw two examples of diversity networks who implement changes to make their daily work practices more efficient, and afterwards management is asked for permission. In the one instance, the organization agreed; in the other instance, the organization reversed the implementation because it was organized without permission. As I saw in Govt, some organizations can be stuck in their protocols without a willingness to change. In these organizational contexts, the role of diversity networks becomes even more difficult, and political skills are even more important.