Should the NHS identify potential leaders for development in order to build representative talent pools or is this best left to individual aspiration?
The NLC is taking an approach towards inclusion based on creating a culture in which everyone in the NHS genuinely values difference.
There are those who believe that positive action causes resentment and can be counterproductive
This is a longer term and potentially more sustainable approach than taking particular actions to support underrepresented groups.
However, there is concern that such an approach may take too long to deliver real change in the profile of NHS senior management, which is not always representative of communities served or of the wider staff profile.
There is an argument that we should set targets, hold boards to account, and pick out those with potential from underrepresented groups so that we bring about change more quickly.
On the other side, there are those who believe that positive action causes resentment and can be counterproductive and that all appointments should be on merit.