Please enable JavaScript.
Coggle requires JavaScript to display documents.
making differences matter - a new paradigm for managing diversity (eight…
making differences matter - a new paradigm for managing diversity
differentiation paradigm
premise: “We celebrate differences.”
strategy: Match diverse employees to niche
markets
advantage: Expands markets
disadvantage: Pigeonholed, staff can’t influence mainstream
work. Employees feel exploited
and excluded from other opportunities
assimilation paradigm
premise: “We're all the same.”
strategy: Hire diverse employees; encourage
uniform behavior
advantage: Promotes fair hiring
disadvantage: Subverting differences to encourage
harmony, companies miss out on new
ideas. Feeling detached from their work,
employees’ underperform
integration paradigm
transcends
assimilation
and differentiation—promoting equal
opportunity
and
valuing cultural differences.
Result? Employees’ diverse perspectives positively
impact companies’ work
suggestions for achieving
integration
Eliminate all forms of dominance (by hierarchy,
function, race, gender, etc.) that inhibit
full contribution
Secure organizational trust
Encourage open discussion of cultural
backgrounds
discrimination-and-fairness paradigm
simple concerns with numbers
access-and-legitimacy paradigm
was predicated on the acceptance and
celebration of differences
The Emerging Paradigm:
Connecting Diversity to Work
Perspectives
eight preconditions
that help to position organizations to
use identity-group differences in the service of
organizational learning, growth, and renewal
The organizational culture must stimulate
personal development
The organizational culture must encourage
openness
The organizational culture must create
an expectation of high standards of performance
from everyone
The culture must make workers feel valued
The leadership must recognize both the
learning opportunities and the challenges
that the expression of different perspectives
presents for an organization
The organization must have a well-articulated
and widely understood mission
The leadership must understand that a
diverse workforce will embody different perspectives
and approaches to work, and must
truly value variety of opinion and insight
The organization must have a relatively
egalitarian, nonbureaucratic structure
Shift Complete: Third-Paradigm
Companies in Action
making the mental connection
actively work against forms of dominance
and subordination that inhibit full contribution
making sure that organizational
trust stays intact