Power of Inclusion – The Case for Prioritizing Inclusive Culture—What the Study Tells Us

For the first time, the Inclusion Index results give us clear evidence of both the benefits of investing in orchestras’ culture and the risks of neglecting it. At a time when inclusion work can be difficult to champion, these findings—together with the stories shared in this guide—offer a strong foundation for making the case for continued investment in organizational culture.

Five Evidence-Based Points to Strengthen Internal Case-Making

1. Inclusive cultures drive satisfaction and innovation

When musicians and staff experience their orchestra as inclusive—a place where they are trusted, respected, and feel they belong—they are far more likely to:

• Report high job satisfaction, look forward to work, and recommend their orchestra as a good place to work.
• Contribute to artistic excellence and innovative programming by sharing ideas, taking risks, and collaborating creatively.
• Sustain energy and purpose through challenging times, supported by a strong emotional connection to their work.

2. Lack of inclusion causes measurable harm

In orchestras that have not built an inclusive culture, musicians and staff who do not perceive their workplace as inclusive are more likely to:

• Report high levels of stress and emotional strain.
• Experience diminished trust in leadership.
• Show lower engagement than their peers.
  In these environments, organizational commitment erodes and morale declines, especially in difficult times.

3. Recurring barriers undermine progress

Three damaging patterns appear repeatedly in orchestras that struggle with inclusion:

• Breakdowns in Accountability. Ineffective or unclear processes for reporting misconduct or addressing inappropriate behavior erode confidence in fairness and integrity.
• Persistent Equity Gaps. Disparities in pay, recognition, and advancement—particularly for those from underrepresented backgrounds—undermine inclusion and reinforce perceptions of inaccessibility.

4. Inclusion Gaps Emerge When People Feel Like “the Only One”

Musicians and staff who describe themselves as having a different background from those around them are:

• Less likely to feel safe and respected at work.
• Less likely to feel supported or empowered by leadership.
• More likely to feel disconnected from the organization’s vision and values.

Ensuring belonging, recognizing contributions, and treating every individual with respect are essential strategies—especially in times when full engagement is most needed.

5. Key conditions enable inclusion and belonging

Three organizational conditions consistently foster healthy workplace culture and a sense of belonging:

• Respect and Safety. Mutual respect and psychological safety are critical. When musicians feel safe and valued—particularly by the Music Director—they are more willing to take artistic risks and share creative vulnerability. Staff who feel safe engage more easily in open dialogue, in learning, and in sharing diverse perspectives that strengthen decision-making.
• Leadership Engagement. Job satisfaction and mission connection are strongest when leaders reflect organizational values and recognize staff contributions. For musicians and staff alike, feeling seen and supported by leadership drives inclusion and alignment.
• Symbolic Leadership. Perceptions of the Music Director and executive team carry powerful symbolic weight. When leaders are visible in the office and backstage, and seen as open, respectful, and inclusive, they strengthen morale, cultural cohesion, and organizational performance.

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Photo: Arkansas Symphony Orchestra musicians, staff, and board members work together on a shared vision for the future. Photo by David Renfro.