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Making Differences Matter (8 Preconditions for making the Paradigm Shift…
Making Differences Matter
Assimilation Paradigm
Premise
"We're all the same"
Strategy
Hire diverse employees and encourage uniform behavior
Advantage
Promotes fair hiring
Disadvantages
New ideas are missed and a detachment with work
Differentiation Paradigm
Premise
"We celebrate differences"
Strategy
Diverse employees to niche markets
Advantage
Expands market
Disadvantages
Employees feel exploited and excluded from other opoprtunities
NEW CONCEPT: Integration Paradigm
Promotes equal opportunity AND values cultural differences
Encourages open discussion of cultural backgrounds
Hierarchies are abandoned for shared value opportunities
Acknowledges tensions and works to resolve them quickly
Discrimination and Fairness Paradigm
Mentorships and career-development programs
Measurement: Achieving goals around recruitment and retention rather than perspectives
Chosen by managers who prefer process and equal treatment
Access and Legitimacy Paradigm
Matches the demographics of the organization to a critical cleintele
Success: Companies almost always operate in a business environment in which there is increased diversity among groups.
Risks: Separate entities forming within the organizations
Risks: Employees may feel explited
8 Preconditions for making the Paradigm Shift
Leadership must recognize risks and opportunities associated with view expression within the organization
A diverse workforce will embody different perspectives and approaches to work
The org culture must create an expectation of high standards of performance from everyone
Org culture must stimulate personal development
Org culture must encourage openness
Culture must make workers feel valuable
Org must have well-articulated and widely understood mission
Org must have a relatively egalitarian, nonbureaucratic structure
Paradigm in Action
Leaders are actively seeking opportunities for perspective sharing
Connecting cultural diversity with work product
Legitimate open discussion is occuring
Hierarchical structures are being abandoned in the hopes of showing shared value