Marjolein Dennissen

170 The Herculean task of diversity networks With regard to the organization and its management, diversity networking practices focus on challenging the organization and questioning organizational processes that create inequality. Diversity networks can organize strategic meetings with organizational management and appeal to their responsibility to foster equality in organizations. In addition, diversity networks can shape organizational policies to stimulate more inclusive policies. It is important to understand how diversity networks actually network because diversity networking practices can contribute to either changing or perpetuating the status quo. Some diversity networks seem to be successful in raising inequality-related issues, but there are also networks that avoid these issues and rather talk about the “sexiness” of diversity. I have termed the diversity networks that dare to address inequality in organizations diversity killjoys , based on Sara Ahmed’s concept of the feminist killjoy . In this sense, people who dare to address issues of discrimination and exclusion in organizations are seen as nagging and negative. Hence, diversity killjoys are diversity networks that do not shy away from addressing discrimination and exclusion, and the processes that cause inequality in organizations. My research shows that diversity networks that act as collective diversity killjoys seem to be more successful in their contribution to enhancing equality in organizations. The Herculean task of diversity networks Diversity networks are potentially well-positioned to contribute to further equality in organizations. Located within organizations, diversity networks are acquainted with the organizational culture, behavioral norms, and unwritten rules. They can use this knowledge to identify organizational practices, customs, and habits that create or maintain inequality. In addition, as networks initiated for and led by employees, they can provide a safe space for (socially excluded) employees. Within the confines of the network, experiences of exclusion and discrimination can not only be openly shared and exchanged between members, but these experiences can also be collected to serve as examples to address inequality-related issues with the organizational management. However, diversity networks can also contribute to the maintenance of inequality in organizations. Due to the predominant attention to single, separate identity categories, the role of privilege and privileged identity categories remains obscured. Although addressing privilege is not an easy task, beginning these discussions is indispensable to counteracting inequality. Diversity networks can amplify the voices of employees who, on the basis of their intersecting identities, are less privileged. For example, I have seen how LGBT women organized so-called BLT-lunches (without the G representing gay men who are privileged on the basis of their gender identity) to discuss their underrepresentation in LGBT networks as well as the lack of focus and understanding on bisexuality and transgender issues. To conclude, my research shows that networking for equality in organizations is aHerculean task that requires much more than simply organizing a diversity network. Contributing to such a complex phenomenon as organizational equality not only necessitates perseverance