[cthalupa]

Here's the issue with meritocracies: They pursue individual excellence at the expense of group excellence.

We know[1] that a more diverse group creates better group outcomes than a non-diverse group where specific individuals may have better performance. Even from a wholly selfish perspective for the people running a project, prizing diversity of qualified individuals over a pure meritocracy is the right play.

From a "making the world a better place" perspective where some altruism is shown, it also helps to acknowledge that not everyone has all the same advantages and tailwinds so that it is fundamentally more difficult for them to have had all the same opportunities and advantages, and providing those opportunities and advantages to them gives them that chance to even the playing field. The amount of unconscious bias built in to humans also means it is difficult for us to be effective judges of ability for those that are not like us. You don't have to be racist/exist/homophobic/transphobic/etc. to have built in biases - you just have to be human. They're difficult to overcome without explicitly stating goals around it.

[1] https://scholar.google.com/scholar?hl=en&as_sdt=0,44&as_vis=...

[sjy]

I agree with the last paragraph of your comment. However, the “wholly selfish” economic argument for “diverse” workplaces is management consultant bullshit which is not supported by the evidence. Here’s an excerpt from the first article that comes up in those Google Scholar search results:

> The result of [social] categorization processes may be that work groups function more smoothly when they are homogeneous than when they are more diverse … This analysis is corroborated by findings of, for instance, higher group cohesion (e.g., O'Reilly et al. 1989), lower turnover (e.g., Wagner et al. 1984), and higher performance (e.g., Murnighan & Conlon 1991) in more homogeneous groups …

> In contrast to the social categorization (and similarity/attraction) perspective, the information/decision-making perspective emphasizes the positive effects of work group diversity. The starting point for this perspective is the notion that diverse groups are likely to possess a broader range of task-relevant knowledge, skills, and abilities, and members with different opinions and perspectives … Corroborating this analysis, some studies find an association of diversity with higher performance and innovation (e.g., Bantel & Jackson 1989).

> In their simplest form (a main effect of diversity), neither analysis is supported. Evidence for the positive effects as well as for the negative effects of diversity is highly inconsistent (Bowers et al. 2000, Webber & Donahue 2001, Williams & O'Reilly 1998) and raises the question of whether, and how, the perspectives on the positive and the negative effects of diversity can be reconciled and integrated.

The case for workplace diversity needs to be argued on social justice principles, because there isn’t enough evidence for the economic efficiency argument.