Diversity and Inclusion

o Definitions, laws, and theoriesDefinitions, laws, and theories

o How can we respond to cultural differences?How can we respond to cultural differences?

o Creating and sustaining diversityCreating and sustaining diversity

o An intervention in conversityAn intervention in conversity

o Questions? Comments?Questions? Comments?

o Distinct or unlike qualities, such as gender, Distinct or unlike qualities, such as gender, sexual orientation, race, disability, religion, sexual orientation, race, disability, religion, family status, and agefamily status, and age

o Inclusion describes the extent to which each Inclusion describes the extent to which each person in an organization feels welcomed, person in an organization feels welcomed, respected, supported, and valued as a team respected, supported, and valued as a team membermember

o Title VII of the Civil Rights Act of 1964 (Title Title VII of the Civil Rights Act of 1964 (Title VII)VII)

o Equal Pay Act 1963 (EPA)Equal Pay Act 1963 (EPA)

o Age Discrimination in Employment Act of Age Discrimination in Employment Act of 1967 (ADEA)1967 (ADEA)

o Title I and Title V of the Americans with Title I and Title V of the Americans with Disabilities Act of 1990 (ADA)Disabilities Act of 1990 (ADA)

o Sections 501 and 505 of the Rehabilitation Sections 501 and 505 of the Rehabilitation Act of 1973Act of 1973

o Civil Rights Act of 1991Civil Rights Act of 1991

o Equal Employment Opportunity (EEO) is Equal Employment Opportunity (EEO) is primarily a matter of legal complianceprimarily a matter of legal compliance

o Diversity programs are proactive initiativesDiversity programs are proactive initiatives

o Diversity and inclusion are aimed at Diversity and inclusion are aimed at realizing competitive advantage and realizing competitive advantage and business opportunity business opportunity

““A way of helping people look at A way of helping people look at their behavior while trying to their behavior while trying to solve a problem or make a solve a problem or make a

decision."decision."

o AwarenessAwareness

o EnergyEnergy

o Action and contactAction and contact

o Resolution and closureResolution and closure

"An intervention conveys what is involved in "An intervention conveys what is involved in trying to help an organization. Intervention trying to help an organization. Intervention

means to enter into an ongoing system for the means to enter into an ongoing system for the purpose of helping it in some way."purpose of helping it in some way."

1.1. To attend, observe, and selectively shareTo attend, observe, and selectively share

2.2. To attend to one's own experience and to To attend to one's own experience and to selectively shareselectively share

3.3. To focus on energy and themes in the client To focus on energy and themes in the client systemsystem

4.4. To facilitate clear, meaningful, heightened To facilitate clear, meaningful, heightened contactscontacts

5.5. To help the group achieve heightened To help the group achieve heightened awarenessawareness

o ““Teach through the display of personal Teach through the display of personal behavior"behavior"

o ““An environment in which every member of An environment in which every member of the organization can add value and enhance the organization can add value and enhance the organization's performance and the organization's performance and competitive advantage for today and competitive advantage for today and tomorrow"tomorrow"

1.1. Build a platform for changeBuild a platform for change

2.2. Create momentumCreate momentum

3.3. Make diversity and inclusion a way of lifeMake diversity and inclusion a way of life

4.4. Leverage learning and challenge the status Leverage learning and challenge the status quoquo

o ““Individuals at all organizational levels are Individuals at all organizational levels are responsible for helping to create an responsible for helping to create an organizational environment that works for organizational environment that works for all"all"

o Different experiences of diversityDifferent experiences of diversity

o Engage with all levelsEngage with all levels

o Resistance is part of the learning process Resistance is part of the learning process for both consultants and clientelefor both consultants and clientele

o Authenticity plays a key role in client-Authenticity plays a key role in client-consultant relationships consultant relationships – Focus on changing the company’s cultureFocus on changing the company’s culture

– Set clear diversity targets, establish metrics Set clear diversity targets, establish metrics and track progressand track progress

– Internal communications and trainingInternal communications and training

o Ignoring, dismissing or minimizing culture Ignoring, dismissing or minimizing culture can significantly impact organizations can significantly impact organizations

o Culture is often considered the driving force Culture is often considered the driving force behind human behaviorbehind human behavior

o Culture is a complex system of interrelated Culture is a complex system of interrelated parts that must be understood holisticallyparts that must be understood holistically

o Leadership style that is sensitive, Leadership style that is sensitive, appreciative and effective when appreciative and effective when communicating with individuals from communicating with individuals from different culturesdifferent cultures

o Cross-cultural and inclusive experiences Cross-cultural and inclusive experiences allow individuals to think more expansively allow individuals to think more expansively in terms of cultural “uniqueness”in terms of cultural “uniqueness”

o Leave room for national variation in Leave room for national variation in implementation and revise business implementation and revise business processes in order to support diversityprocesses in order to support diversity

o Leadership commitment Leadership commitment

o Human capital Human capital

o Corporate and organizational Corporate and organizational communicationscommunications

o Supplier diversitySupplier diversity

o Focus on similarities not differencesFocus on similarities not differences

o Important factors:Important factors:

– Support the business planSupport the business plan– Opportunity to use their skillsOpportunity to use their skills– Competitive rewardsCompetitive rewards– Listening to employeesListening to employees

ConversityConversity: :

An intentional focus on An intentional focus on commonalities leading to commonalities leading to attitudes and behaviors attitudes and behaviors that capitalize on human that capitalize on human

differences for differences for organizational success.organizational success.

(Wildermuth & Gray, 2005, p.3)(Wildermuth & Gray, 2005, p.3)

o Block, P. (2000). Block, P. (2000). Flawless consulting: A guide to getting your expertise used Flawless consulting: A guide to getting your expertise used (2(2ndnd ed.). San Francisco, CA: Pfeiffer. ed.). San Francisco, CA: Pfeiffer.o Booz Allen Hamilton. (2009). Retrieved July 9, 2009 , from Booz Allen Hamilton. (2009). Retrieved July 9, 2009 , from

http://www.boozallen.com/careers/a_great_place_to_work/diversity. http://www.boozallen.com/careers/a_great_place_to_work/diversity. o Bye, P. (2009). Introduction to the human resources discipline of diversity. Retrieved July 4, 2009, from Bye, P. (2009). Introduction to the human resources discipline of diversity. Retrieved July 4, 2009, from

http://www.shrm.org/hrdisciplines/Diversity/Pages/DiversityIntro.aspx. http://www.shrm.org/hrdisciplines/Diversity/Pages/DiversityIntro.aspx. o Diversity (business). (2009). In Wikipedia, The Free Encyclopedia. Retrieved April 21, 2009, from Diversity (business). (2009). In Wikipedia, The Free Encyclopedia. Retrieved April 21, 2009, from

http://en.wikipedia.org/w/index.php?title=Diversity_(business)&oldid=285218668. http://en.wikipedia.org/w/index.php?title=Diversity_(business)&oldid=285218668. o Everett (WA) Community College. (2009). Everett (WA) Community College. (2009). Diversity perspective interviewsDiversity perspective interviews. Retrieved July 6, 2009 from . Retrieved July 6, 2009 from

http://www.everettcc.edu/faculty_staff/tlc/diversityteaching/index.cfm?id=8814.http://www.everettcc.edu/faculty_staff/tlc/diversityteaching/index.cfm?id=8814.o Federal equal employment opportunity (EEO) laws. (2004). Retrieved July 4, 2009, from Federal equal employment opportunity (EEO) laws. (2004). Retrieved July 4, 2009, from

http://www.eeoc.gov/abouteeo/overview_laws.html.http://www.eeoc.gov/abouteeo/overview_laws.html.o Gorski, P. C. (2009). Knowing the community: Sharing activity. Retrieved July 6, 2009, from Gorski, P. C. (2009). Knowing the community: Sharing activity. Retrieved July 6, 2009, from

http://www.edchange.org/multicultural/activities/activity2.html.http://www.edchange.org/multicultural/activities/activity2.html.o Hastings, R. R. (2009). Diversity and inclusion are priorities are priorities for top executives. Retrieved June 29, Hastings, R. R. (2009). Diversity and inclusion are priorities are priorities for top executives. Retrieved June 29,

2009, from http://moss07.shrm.org/hrdisciplines/Diversity/Articles/Pages/DiversityandInclusionAreTop.asx.2009, from http://moss07.shrm.org/hrdisciplines/Diversity/Articles/Pages/DiversityandInclusionAreTop.asx.o Introduction to the human resources discipline of diversity. (2009). Retrieved July 4, 2009, from Introduction to the human resources discipline of diversity. (2009). Retrieved July 4, 2009, from

http://www.shrm.org/hrdisciplines/Diversity/Pages/DiversityIntro.aspx. http://www.shrm.org/hrdisciplines/Diversity/Pages/DiversityIntro.aspx. o Miller, F. A., & Katz, J. H. (2002). Miller, F. A., & Katz, J. H. (2002). The inclusion breakthroughThe inclusion breakthrough. San Francisco, CA: Berrett-Koehler.. San Francisco, CA: Berrett-Koehler.o Moran, R. T., Harris, P. R., & Moran, S. V. (2007). Moran, R. T., Harris, P. R., & Moran, S. V. (2007). Managing cultural differences: Global leadership strategies for Managing cultural differences: Global leadership strategies for

the 21the 21stst century century (7(7thth ed.). Oxford, UK: Elsevier. ed.). Oxford, UK: Elsevier.o Nevis, E. (2005). Nevis, E. (2005). Organizational consulting: A gestalt approachOrganizational consulting: A gestalt approach. Orleans, MA: Gestalt Press.. Orleans, MA: Gestalt Press.o Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group Group

Organization ManagementOrganization Management,, 31, 31, 212–236. 212–236. o Thomas, R. R., & Woodruff, M. I. (1999). Thomas, R. R., & Woodruff, M. I. (1999). Building a house for diversity: How a fable about a giraffe & elephant Building a house for diversity: How a fable about a giraffe & elephant

offers new strategies for today's workforceoffers new strategies for today's workforce. AMACOM: A Division of American Management Association. . AMACOM: A Division of American Management Association. o Wildermuth, C., & Gray, S. (2005). Wildermuth, C., & Gray, S. (2005). Diversity trainingDiversity training. Alexandria, VA: ASTD Press.. Alexandria, VA: ASTD Press.

Diversity and Inclusion

Leadership & Management

Transcript of Diversity and Inclusion