Making Differences Matter (Learning and Effectiveness Paradigm (leadership…
Making Differences Matter
"we're all the same"
hire diverse employees; encourage uniform behavior
subverting differences to encourage harmony, companies miss out on new ideas. feeling detached from their work, employee's underperform.
"we celebrate differences"
match diverse employees to niche markets
pigeonholed, staff can't influence mainstream work. Employees feel exploited and excluded from other opportunities
Encourage open discussion of cultural backgorunds
eliminate all forms of dominance that inhibit contribution
secure organizational trust
Discrimination and Fairness Paradigm
dominant way of understanding diversity. leaders look through lens of equal opportunity, fair treatment, recruitment and compliance with federal law.
often institute mentoring and career development programs specifically for women and poc and train employees to respect cultural differences.
success is measured on recruitment and retention and not on if their employees have conditions that make them work more fairly.
leaders tend to value due process and equal treatment and have authority to use top down directives to enforce initatives based on these attitudes. Orgs are often entrenched
limits employees ability to acknowledge work-related but culturally based differences and undermines org's capcaity to learn and improve.
Access and Legitimacy Paradigm
acceptance and celebration of differences. Pushed for a more diverse clientele by matching demographics of org to critical consumer constituent groups.
in pursuit for niche markets, these orgs tend to emphasize the role of cultural differences without analyzing those differences to see how they actually affect the work that is done. Leaders are too quick to push staff with niche capabilities into differentiated pigeonholes w/out trying to understand their capabilities and how they can be integrated into the companies mainstream work.
Learning and Effectiveness Paradigm
leadership must understand that a diverse workforce will embody different perspectives and approaches to work, and must truly value variety of opinion and insight
Leadership must recognize both learning opportunities and challenges that the expression of different perspectives presents the org
Org culture must create an expectation of high standards of performance for everyone
The org culture must stimulate personal development
The org culture must encourage openness
culture must make workers feel valued
Org must have a well-articulate and widely understood mission
Org must have a relatively egalitarian, nonbureaucratic structure
HAVE TO LEGITIMIZE OPEN DISCUSSION