{"id":2092,"date":"2026-02-12T06:16:39","date_gmt":"2026-02-12T06:16:39","guid":{"rendered":"https:\/\/lkyspp.nus.edu.sg\/ips\/rric\/?post_type=publication&p=2092"},"modified":"2026-02-12T06:28:50","modified_gmt":"2026-02-12T06:28:50","slug":"the-tools-we-require-to-weave-a-new-seamless-tapestry-of-cohesion-and-inclusivity","status":"publish","type":"publication","link":"https:\/\/lkyspp.nus.edu.sg\/ips\/rric\/publication\/the-tools-we-require-to-weave-a-new-seamless-tapestry-of-cohesion-and-inclusivity\/","title":{"rendered":"The tools we\u00a0require\u00a0to weave\u00a0a\u00a0new, seamless\u00a0tapestry of\u00a0cohesion\u00a0and\u00a0inclusivity\u00a0\u00a0\u00a0"},"content":{"rendered":"\n

Introduction<\/strong> <\/p>\n\n\n\n

In an increasingly pluralistic society like Singapore, the diversity of identity markers spanning race, religion, age, diverse abilities and class woven into our shared societal tapestry is nothing new.  <\/p>\n\n\n\n

But today, these markers carry heavier significance in daily interactions, public discourse, and workplace dynamics. What once sat silently beneath the surface now demands greater cultural intelligence, which is the ability in empowering people to communicate, connect, and collaborate meaningfully where difference is the norm, not the exception.  <\/p>\n\n\n\n

This juncture marks the point where inclusive leadership becomes an imperative. <\/p>\n\n\n\n

Inclusive leadership <\/strong> <\/p>\n\n\n\n

A leadership style rooted in Diversity, Equity and Inclusion (DEI), inclusive leadership ensures that everyone within an organisation or team is valued and enabled. No one is left behind.  <\/p>\n\n\n\n

This is vital because it directly shapes how people feel, function and flourish in increasingly diverse situations. <\/p>\n\n\n\n

By designing spaces where individuals truly feel a sense of belonging, inclusive leadership knits together the varied threads of our shared tapestry, crafting seamless patterns of cohesive resilience that can only emerge through the combined skilful hands of all. <\/p>\n\n\n\n

Understanding the Evolving Context<\/strong> <\/p>\n\n\n\n

According to\u00a0the Institute of\u00a0Policy Studies\u00a0(IPS)\u00a0Working Papers\u00a0No. 60 (2025), markers of identity have shifted\u00a0considerably\u00a0over\u00a0the past five years.\u00a0\u00a0While race and religion remain salient, there has been a marked\u00a0increase in the perceived\u00a0importance of language and country of origin.\u00a0Concurrently, youth in\u00a0Singapore are showing higher engagement in social issues including mental health, climate\u00a0change\u00a0and global humanitarian crises.\u00a0\u00a0<\/p>\n\n\n\n

However, deeper societal concerns persist. Two in five youths report high mental health risks and Singaporeans today have fewer close friendships than in 2018. <\/p>\n\n\n\n

These findings suggest a society that is\u00a0increasingly\u00a0expressive, with individuals more aware of, and vocal, about their concerns,\u00a0signalling\u00a0a growing desire for participation and co-creation in shaping social norms.\u00a0\u00a0<\/p>\n\n\n\n

Such a context comes a corresponding need for\u00a0leaders to navigate and manage change effectively;\u00a0making inclusive leadership\u00a0not\u00a0only\u00a0an\u00a0ethical ideal but\u00a0a requisite. To equip leaders with the\u00a0self-awareness,\u00a0skills,\u00a0and frameworks needed to respond to this evolving societal landscape,\u00a0IPS\u00a0has\u00a0crafted\u00a0a set of tools as part of our Inclusive\u00a0Leadership (IL) workshop series.\u00a0\u00a0<\/p>\n\n\n\n

These consist of the A-W-E model, the four stages of Psychological Safety and the People-Values-Task (PVT) framework, respectively. <\/p>\n\n\n\n

    \n
  1. Applying the A-W-E Model of Inclusive\u00a0Leadership<\/strong>\u00a0<\/li>\n<\/ol>\n\n\n\n

    <\/p>\n\n\n\n

    The A-W-E model framework \u2014 Awareness, Willingness to Act and Empathy, serves as a foundational model to arm inclusive capabilities among leaders:  <\/p>\n\n\n\n

      \n
    • Awareness<\/strong>\u00a0involves\u00a0recognising\u00a0how biases,\u00a0systems\u00a0and structures influence\u00a0outcomes.\u00a0Leaders\u00a0and individuals who are\u00a0low in awareness may believe that treating everyone \u201cthe\u00a0same\u201d is enough;\u00a0overlooking\u00a0the\u00a0deeper issues of access and privilege. High scorers,\u00a0however, understand intersectionality and actively\u00a0look into\u00a0how decisions affect people\u00a0differently.\u00a0<\/li>\n<\/ul>\n\n\n\n
        \n
      • Empathy<\/strong>\u00a0enables leaders to detect when team members feel silenced or\u00a0sidelined even if no one says it outright. A team\u00a0leader\u00a0with empathy might\u00a0notice another colleague\u00a0or\u00a0co-worker\u00a0staying silent in team meetings and check in\u00a0privately, creating safer spaces for participation.\u00a0<\/li>\n<\/ul>\n\n\n\n
          \n
        • Willingness<\/strong>\u00a0to\u00a0act\u00a0separates passive observers from\u00a0courageous leaders. It is about\u00a0stepping in respectfully but firmly, when acts of exclusion occur. For example, something\u00a0as\u00a0subtle as\u00a0mispronouncing a student\u2019s name repeatedly can reinforce feelings of\u00a0exclusion. Inclusive leaders\u00a0acknowledge harm and take steps to correct it.\u00a0<\/li>\n<\/ul>\n\n\n\n

          <\/p>\n\n\n\n

            \n
          1. Fostering Psychological\u00a0Safety<\/strong>\u00a0<\/li>\n<\/ol>\n\n\n\n

            <\/p>\n\n\n\n

            While the A-W-E model taps on the internal traits and actions of leaders, the concept of psychological safety examines the dimensional safety of individual feelings within an inter-group setting, through ways such as speaking up and whether their contributions are valued.  <\/p>\n\n\n\n

            Tied\u00a0closely to empathy is the concept of psychological safety, a core principle in inclusive\u00a0leadership.\u00a0As Dr.<\/s>\u00a0Timothy R. Clark (2020) outlines in\u00a0the\u00a0four\u00a0stages of Psychological Safety, people\u00a0need to feel:\u00a0<\/p>\n\n\n\n

              \n
            1. Inclusion Safety<\/strong>\u00a0\u2013 that they belong and are accepted\u00a0<\/li>\n<\/ol>\n\n\n\n
                \n
              1. Learner Safety<\/strong>\u00a0\u2013 that they can ask questions and make mistakes\u00a0<\/li>\n<\/ol>\n\n\n\n
                  \n
                1. Contributor Safety<\/strong>\u00a0\u2013 that their ideas are valued\u00a0<\/li>\n<\/ol>\n\n\n\n
                    \n
                  1. Challenger Safety<\/strong>\u00a0\u2013 that they can question norms and raise issues without fear\u00a0<\/li>\n<\/ol>\n\n\n\n

                    <\/p>\n\n\n\n

                    For those who are socially marginalised due to identity or background, these forms of safety are critical. Without them, people withdraw, perform below untapped potential, or leave altogether. <\/p>\n\n\n\n

                    Inclusive leaders cultivate each stage actively to empower teams to thrive. <\/p>\n\n\n\n

                      \n
                    1. Leading\u00a0Through\u00a0the People\u2013Values\u2013Task (PVT)\u00a0Framework<\/strong>\u00a0<\/li>\n<\/ol>\n\n\n\n

                      <\/p>\n\n\n\n

                      Translating insight into consistent action, the interplay of A-W-E and Psychological Safety models lay the groundwork for Building upon A-W-E and psychological safety, the People-Values-Task (PVT) framework, which IPS\u2019s Inclusive Leadership Framework offers, is a structured pathway to lead inclusively: through People, Values, and Tasks. <\/p>\n\n\n\n

                        \n
                      • People:<\/strong>\u00a0Connecting emotionally with the people involved is a crucial step that\u00a0underscores empathy and understanding. Ask yourself:\u00a0\u201cHow do the people involved feel\u00a0about this situation?\u201d\u00a0<\/li>\n<\/ul>\n\n\n\n
                          \n
                        • \u00a0Values:\u00a0<\/strong>All of us have biases. Therefore, actions must be anchored in cognitive aspects\u00a0of decision-making, with principles such as fairness,\u00a0respect,\u00a0and equity.\u00a0Leaders\u00a0must continuously reflect on how their biases might cloud their judgement.\u00a0<\/li>\n<\/ul>\n\n\n\n
                            \n
                          • Tasks:<\/strong>\u00a0Inclusion must be embedded in daily workflows. From how meetings are run to\u00a0how feedback is given. This is not about performative gestures, but consistent,\u00a0daily behaviour which\u00a0signal:\u00a0\u201cyou\u00a0belong\u00a0<\/em>here.\u201d\u00a0<\/li>\n<\/ul>\n\n\n\n

                            Conclusion<\/strong> <\/p>\n\n\n\n

                            Equipping leaders with the skills, tools, and values to lead inclusively is not an exercise in checking another box on the to-do list.  <\/p>\n\n\n\n

                            Inclusive leadership is not a checklist, but about embracing a conscious and consistent practice. While leaders may be busy, investing time and effort into developing inclusive leadership is critical. Overlooking this can quietly erode trust, cohesion and weakens the foundation of organisational culture; whose bedrock of success requires humility, courage, and consistency.  <\/p>\n\n\n\n

                            In a society where identities are diversifying and fault lines are shifting, our ability to lead inclusively will determine not just how well we manage diversity, but how deeply we cultivate belonging. <\/p>\n\n\n\n

                            By anchoring ourselves in empathy, aligning our actions with inclusive values and engaging those around us with intention and care, leadership thereby becomes more than just a role.  <\/p>\n\n\n\n

                            It transforms into a shared avenue of commitment towards transforming spaces into more human-centred environments weaving a stronger, more resilient tapestry in which every thread is visually appealing, valued and connected. <\/p>\n\n\n\n

                            Without this work, the weave of our shared tapestry loosens and cohesion unravels into divisiveness and division. <\/p>\n","protected":false},"featured_media":2093,"template":"","categories":[],"tags":[],"class_list":["post-2092","publication","type-publication","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nEditorial<\/title>\n<meta name=\"description\" content=\"Explore various articles and commentaries that discuss race, religion, and intergroup cohesion.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lkyspp.nus.edu.sg\/ips\/rric\/publication\/the-tools-we-require-to-weave-a-new-seamless-tapestry-of-cohesion-and-inclusivity\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Editorial\" \/>\n<meta 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