ABSTRACT
Research has shown that having a diverse organization only improves and enhances businesses. Forbes and Time report that diversity is an $8 Billion a year investment. However, poorly implementing diversity programs have damaging effects on the organization and the very individuals these programs attempt to help. Poorly implemented programs can cause peers and subordinates to question decisions and lose faith in leadership. In addition, it can cause even the most confident individuals to doubt their own skillset and qualifications. Many organizations have turned to training to solve this complex issue.
Yet still, other organizations have created and filled diversity and inclusion positions to tackle the issue. The effects of these poorly implemented programs are highlighted during strenuous times such as the latest COVID-19 pandemic. Marginalized people are more marginalized, and resources and support do not reach everyone. Tasks such as providing technical support, conducting large group meetings, or distributing work obligations without seeing employees on a daily basis becomes more challenging.
Complex problems cannot be solved with simple solutions. Using organization development (OD) to develop a comprehensive change initiative can help. This book outlines how properly conducting an OD change initiative can effectively increase an organization’s diversity and inclusion -- it is grounded in research-based literature on diversity and OD principles.
Many organizational leaders realize the key importance of diversity, equity, inclusion and multiculturalism in modern organizations. It is only through such efforts can organizations thrive in a networked world where much work is done virtually—and often across borders.
But a common scenario is that leaders, recognizing the need for a diversity program, will pick someone from the organization to launch it. Perhaps the person identified for this challenge is in the HR department but has had no experience in launching diversity efforts—or even in managing large-scale, long-term, organization wide change efforts. But these are the challenges to be faced.
This book quickly identifies some reasons why diversity programs fail and how to avoid those failures. The majority of the book highlights how to use OD to improve organization culture and processes to not only increase diversity and inclusion but develop overall organization talent and prevent personal preferences and biases from hindering the selection of the best talent for positions.
Preface....................................................................................................ix
Acknowledgments....................................................................................xv
About the Editors and Contributing Authors...............................................xvii
Advance Organizer....................................................................................xxv
PART I ESTABLISHING THE FOUNDATION FOR DE&I
Overview: What’s in a Name?...................................................................... 3
WILLIAM BRENDEL
PART II A STEP-BY-STEP APPROACH TO IMPLEMENTING A DE&I EFFORT
1 Facilitating Transformative Learning.........................................13
WILLIAM BRENDEL
2 Step 1: Defining Your Organization’s Culture............................35
PHILLIP L. EALY
3 Step 2: Clarifying the Role of Diversity, Equity, and
Inclusion in Shaping Culture......................................................45
NORM J. JONES
4 Step 3: Clarifying Who Has the Authority to Change Culture..... 57
S. RON BANERJEE
5 Step 4: Identifying and Defining the Pipeline...........................73
CATHERINE HAYNES
6 Step 5: Developing Talent...........................................................87
MICHELE MCBRIDE
7 Step 6: Navigating Emotions and Other Relational
Dynamics..................................................................................107
MARIE CARASCO
8 Step 7: Showcasing Your Organization’s Talent........................123
MARIE CARASCO
9 Step 8: Promoting Your Organization’s Talent.........................141
BARBARA R. HOPKINS
10 Step 9: Developing Employee Resource Groups....................... 151
WAYNE GERSIE
11 Step 10: Evaluating Your Processes.......................................... 171
CHRISTINA PETTEY
PART III FUTURE TRENDS IN DE&I
12 Trends in Diversity, Equity, and Inclusion...............................193
JAMIE CAMPBELL
PART IV RESOURCES TO SUPPORT
IMPLEMENTATION OF A DE&I EFFORT
Appendix A: Glossary......................................................................209
Appendix B: Diversity, Equity, and Inclusion (DE&I) Audit...........211
WILLIAM J. ROTHWELL
Appendix C: Resources for Diversity, Equity and Inclusion
(DE&I)............................................................................................. 215
Appendix D: Frequently Asked Questions (FAQs) about
Diversity, Equity, and Inclusion......................................................223
JAMIE CAMPBELL, PHILLIP L. EALY, AND WILLIAM J. ROTHWELL
Appendix E: Tools to Guide Implementation..................................229
PHILIP L. EALY AND WILLIAM J. ROTHWELL
Index...............................................................................................243
