Spinning in circles. Following the practices of non-performativity of a diversity committee

Purpose The purpose of this paper is to critically explore why a diversity committee was not able to create meaningful organizational change. Design/methodology/approach Drawing on observations and interview data, this study draws on insights from a practice-based approach to explore the doings and sayings of a diversity committee and its members. Findings We find that the diversity committee and its members habitually practice (1) rethinking what they do, (2) non-prioritizing diversity and (3) making diversity palatable. These practices, located within a particular organizational context, constrain the committee’s efforts to create change. They result in the committee being non-performative: its existence makes it possible for the organization to do nothing regarding diversity change. Practical implications Our study shows that organizations need to be vigilant to avoid having a diversity committee be non-performative. To do so, they should carefully consider how power, knowledge and accountability are practiced within these committees. Originality/value Despite their popularity, the functioning of diversity committees and how they may contribute to organizational change remains undertheorized. The non-performativity of diversity committees has adverse consequences for diversity work.