People who feel that they do not belong (or their voice is not heard at work) commonly become disengaged, unproductive, and pessimistic. Inclusive work environments aspire to close these gaps to increase employee satisfaction while reducing absenteeism and turnover. But there is always a job to be done, and under time and resource constraints, democratic approaches can result in reduced quality and unacceptable delays. Teams need actionable guidance to incorporate inclusive practices that will directly impact effectiveness. This paper contributes to the literature on quality and performance management by developing a conceptual model of inclusion that directly (and positively) impacts performance, and identifies eight factors that workgroups must address to create and maintain inclusive, high performing environments.

翻译：在工作中感到缺乏归属感（或意见未被倾听）的员工通常会变得消极懈怠、效率低下且态度悲观。包容性工作环境旨在弥合这些差距，以提高员工满意度，同时减少缺勤率和人员流动。但工作任务始终存在，在时间和资源受限的情况下，民主决策方式可能导致质量下降和不可接受的延误。团队需要可操作的指导方针来实施能直接影响效能的包容性实践。本文通过构建一个直接（且积极）影响绩效的包容性概念模型，为质量与绩效管理研究领域作出贡献，并识别出工作团队为创建和维护包容性高绩效环境必须解决的八个关键因素。