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w7-Making Differences Matter: A New Paradigm for Managing Diversity (1..…
w7-Making Differences
Matter: A New Paradigm for Managing Diversity
background:
why do most di- versity initiatives backfire
process: hire, wait for payoff?
bring themselves to work, committed,then co. grow
The Integration Paradigm
achieving integration:
Encourage open discussion of cultural backgrounds.
engag more fully in work and workplace relationships.
transcends assimi- lation and differentiation—promoting equal opportunity and valuing cultural differences.
Eliminate all forms of dominance (by hier- archy, function, race, gender, etc.) that in- hibit full contribution
Secure organizational trust.
Tensions naturally arise in diverse workforce
diversity will be good for business:
Diversity should be understood as the varied perspectives and approaches to work that members of different identity groups bring.
will come only when se- nior managers abandon an underlying and flawed assumption about diversity and replace it with a broader understanding.
managing diversity 2 paths: equality and fairness,
identity-group work with same id
2 perspectives have guided most diversity initiatives:
1...discrimination-and- fairness paradigm
2...the access-and-legitimacy paradigm.
a new one:
learning- and-effectiveness paradigm
it is how a company defines diversity—and what it does with the experiences of being a diverse organization—that delivers on the promise.
1...The Discrimination-and-Fairness Paradigm
assimilation, treat everyone the same
progress in diversity is measured by how well the company achieves its recruitment and retention goals rather than by the degree to which condi- tions in the company allow employees to draw on their personal assets and perspec- tives to do their work more effectively.
:smiley:increase demographic di- versity
:frowning_face:limitations
color-blind, gender-blind
not desirable for diversification of the workforce to influence the organization’s work or culture
impor- tant differences among them do not count.
honest disagreements is not valued
A female em- ployee who insists, for example, that a com- pany’s advertising strategy is not appropriate for all ethnic segments in the marketplace might feel she is violating the code of assimilation upon which the paradigm is built.
:( imiting the ability of employees, & undermines the organization’s capacity
ex: Iversen Dunham
pursue greater racial and gender diversity
50% leaders are women; 30% color, but some claims Iversen had racial discrimina- tion problems
women and people of color felt that they were not accorded the same level of authority to carry out that work as their white male peers.
conclusion: just get managers to treat their subordinates more fairly.
his prdgm had created a kind of cognitive blind spot; and, as a result, the company’s leadership could not frame the problem accurately or solve it effectively.
2...The Access-and-Legitimacy Paradigm
match- ing the demographics of the organization to those of critical consumer or constituent groups.
differentiation; demographic characteristics match those of important constituents and markets.
:!?:increased diver- sity among customers, clients, or the labor pool—and therefore a clear opportunity or an imminent threat to the company.
limitation> strength
niche market:, emphasize the role of cultural differences in a company without really analyzing those differences to see how they actually affect the work that is done
subvert differ- ences in the interest of preserving harmony,
push staff with niche capabilities into differen- tiated pigeonholes without trying to under- stand what those capabilities really are and how they could be integrated into the com- pany’s mainstream work.
ex:
Access Capital
us staff were ignorant to local cultural norms and market conditions
company was not fully benefiting from its diversity efforts
"We know they’re good, but we don’t know the subtleties of how they do what they do. something cultural about why we couldn’t connect.fail- ing is that the department heads in London and the directors of the various country teams have never talked about these cultural identity issues openly. "
:star:we never learn from French/German
:red_cross:once the organization appears to be achieving its goal, the leaders seldom go on to identify and analyze the culturally based skills, beliefs, and practices that worked so well
Nor do they consider how the organization can in- corporate and learn from those skills, beliefs, or practices in order to capitalize on diversity in the long run.
leave some employees feeling exploited.
tenuous and ulti- mately untenable career paths for employees
:star:Diversity isn’t just fair; it makes business sense.
The Emerging Paradigm: Connecting Diversity to Work Perspectives
-We are all on the same team, with our differences—not despite them
-transcends both above
ex: Dewey & Levin
firm now pursues cases that its previously all-white legal staff would not have thought relevant or appropriate be- cause the link between the firm’s mission and the employment issues involved in the cases would not have been obvious to them
ncreased business success has reinforced its commitment to diversity
new attorneys say their perspectives are heard with a kind of openness and interest
8 Preconditions for Making the Paradigm Shift
embody different per- spectives and approaches to work, and must truly value variety of opinion and insight.
recognize both the learning opportunities and the challenges that the expression of different perspectives presents for an organization
The organizational culture must create an expectation of high standards of perfor- mance from everyone.
The organizational culture must stim- ulate personal development
5.encourage openness
6.make workers feel val- ued.
7.have a well-ar- ticulated and widely understood mission.
8.have a rela- tively egalitarian, nonbureaucratic struc- ture.
First Interstate Bank: A Paradigm Shift in Progress
the development of a highly talented workforce.” its leadership welcomes constructive criticism; its structure is relatively egalitarian and non- bureaucratic; and its culture is open-minded.
need to consider the possibility of mapping out an edu- cational and career path for people without de- grees
Shift Complete: Third-Paradigm Companies in Action
They are making the mental connection.
They are legitimating open discussion.
They actively work against forms of domi- nance and subordination that inhibit full contribution
They are making sure that organizational trust stays intact.
:no_entry:the leadership’s vision of the purpose of a diversified workforce
