Exploring the intersection of gender and race in technology teams, this groundbreaking research identified cultural challenges within Agile and Lean practices that hinder diversity and inclusion. The findings offer valuable insights to drive culture transformation and improve progression and retention for underrepresented groups in innovation-driven industries.
This case study relates to Inclusioneering founder Jo Stansfield’s Masters research in Organisational and Business Psychology at University of Liverpool.
Introduction
Conducted during 2020, this innovative research of gender and race within technology development teams was born from Jo’s lived-experience, coupled with her knowledge of theoretical perspectives of Organisational and Business Psychology. She was awarded a distinction grade, and Student of the Year Award for her work.
The Brief
The fact of a “leaky pipeline” in technology and engineering careers is now well-established, backed by industry statistics that show lower rates of progression and retention of women and certain ethnic minorities in these careers paths.

Diagram: The “leaky pipeline” in UK engineering careers
Yet, organisational research into inclusive practices proposes best practices include: valuing people, transparency in decisions, opportunities for equal work distribution, and reflective practice.
All features also characterising Lean and Agile engineering practices. So, why do we have such a pipeline problem?
Approach
Jo coined this striking contrast The Agile Inclusion Paradox, and her research set out to uncover where disparity may be observed in everyday work interactions, despite the apparent benefits of Lean/Agile practices.
Her research included an extensive review of literature in the academic domains of psychology, engineering, computer science, grey literature and industry publications.
She conducted an online survey of Agile team members, recruiting participants online and through organisations in her network, to examine the influences in daily work that contribute to lower progression and retention for women and people from ethnic minority communities.
Questions probed for micro-inequities in task assignment, task alignment with stereotypes, and resulting differences in career attitudes between gender and ethnic groups, and their intersections, that may predict these outcomes.

Impact
Key findings from this research uncovered challenges regarding industry culture rather than individual motivations and achievements. These now inform Inclusioneering’s approach to culture transformation for innovative organisations.
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