MAKING DIFFERENCES MATTER

1. MAKING DIFFERENCES MATTER LEARNING AND EFFECTIVENESS PARADIGM

2. DIVERSITY MAY NOT DELIVER THE PROMISED IMPROVEMENTS • IT REQUIRES A FUNDAMENTAL CULTURE CHANGE • NEW SET OF ATTITUDES • NEW LEADERSHIP APPROACHES • THAT GO WAY BEYOND DIVERSITY INTAKE • FAIR TREATMENT • NICHE SPECIALIZATION • CELEBRATED DIVERSITY

3. PREVAILINGTHOUGHT • MANAGING DIVERSITY MEANS • HIRING AND • RETAINING • FROM TRADITIONALLY UNDERREPRESENTED GROUPS

4. TYPICAL ORGANIZATIONAL RESPONSE • EXPECT EVERYBODY BLEND IN, ASSIMILATE OR • ASSIGN PEOPLE TO JOBS THAT RELATE TO THEIR BACKGROUNDS • BOTH OF THESE APPROACHES ARE • LIMITED • LIMITING • HAVE POTENTIAL OF DETRIMENTAL RESULTS

5. LEARNING AND EFFECTIVENESS PARADIGM • LEARN THE VARIED PERSPECTIVES AND APPROACHES TO • WORK -FRAME TASKS • SUPERVISION -COMMUNICATE • LEADING -DO TEAMWORK • REACH GOALS -DESIGN PROCESS TO MAKE THE ENTIRE ORGANIZATION MORE EFFECTIVE

6. DISCRIMINATION AND FAIRNESS PARADIGM • EEOP COMPLIANCE • FAIR TREATMENT OF EVERYONE • RESTRUCTURE THE HR MAKE UP TO RESEMBLE THE SOCIETY • INSTITUTE MENTORING • CAREER DEVELOPMENT ASSISTANCE • FOR MINORITIES AND WOMEN STAFF GETS DIVERSIFIED, WORK REMAINS THE SAME

7. COMMON FIRM CHARARACTERISTICS UNDER THE FAIRNESS PARADIGM • LEADERS W/ DUE PROCESS AND FAIRNESS VALUES • TOP DOWN DIVERSITY INITIATIVES • PROCEDURES FOR FAIR MEASUREMENT AND REWARD FOR INDIVIDUAL CONTRIBUTIONS • STRONG CULTURES W/ FAIRNESS VALUES • BUREAUCRATIC SYSTEMS TO ENFORCE FAIRNESS POLICIES

8. ADVANTAGES OF THE FAIRNESS PARADIGM • INCREASES DEMOGRAPHIC DIVERSITY • PROMOTES FAIR AND EQUITABLE TREATEMENT

9. LIMITATIONS OF THE FAIRNESS PARADIGM • ASSUMES THAT “WE ARE ALL THE SAME” • MIND SET: DIVERSITY SHOULD NOT INFLUENCE THE WORK AND WORK CULTURE • IMPORTANT DIFFERENCES DO NOT COUNT IN THE WORKPLACE • THE FIRM DOES NOT DEVELOP THE CAPACITY TO LEARN FROM ITS DIVERSE WORK FORCE • THE DIVERSE WORKFORCE DOES NOT RELATE WELL AND IDENTIFY W/THEIR WORK • LOW MOTIVATION • ASSIMILATION IS THE MAIN VIRTUE WHEN IT IS NOT REALISTIC

10. ACCESS AND LEGITIMACY PARADIGM • IDENTITY GROUPS HAVE CONSUMER AND PURCHASING POWER • DIVERSITY IN HR WILL • HELP UNDERSTAND THE MARKET BETTER • SERVE THE TARGET MARKET BETTER • HELP GAIN LEGITIMACY WITH THE MARKET SEGMENT(S) DIVERSITY IS NOT JUST FAIR BUT IT IS A BUSINESS NECESSITY LEADS TO NEW PROFESSIONAL AND MANAGERIAL OPPORTUNIES FOR WOMEN AND MINORITIES

11. CHARACTERISTICS OF THE FIRM W/ ACCESS AND LEGITIMACY PARADIGM • OPERATE IN INCREASING BUSINESS DIVERSITY • EACH TYPE OF DIVERSITY (CLIENTS, CUSTOMERS, LABOR POOL ETC) PRESENTS • OPPORTUNITIES AND • THREATS

12. STRENTHS OF THE ACCESS AND LEGITIMACY PARADIGM • PROVIDES A MARKET BASED MOTIVATION FOR DIVERSITY MANAGEMENT • EASIER FOR THE ENTIRE FIRM TO • UNDERSTAND • JUSTIFY • ACCEPT • THE NECESSITY FOR HIRING, RETAINING AND MANAGING WELL A DIVERSE WORK FORCE

13. LIMITATIONS OF THE ACCESS AND LEGITIMACY PARADIGM • PUSH STAFF TO NICHE CAPABILITIES • PIGEONHOLE STAFF TO DIVERSITY SEGMENTS BASED ON ETHNICITY OR GENDER • DON’T LEARN WHAT MAKES A SPECIALIST SUCCESSFUL IN TARGET MARKETS • DONT’ LEARN CULTURALLY BASED SKILLS • DON’T LEARN HOW THESE SKILLS WORK • DON’T LEARN HOW THESE SKILLS MAY BE INTEGRATED INTO CORE CULTURE/WORK • NICHE SPECIALIST MAY FEEL USED/EXPLOITED • GLASS CEILING FOR SPECIALISTS • DOWNSCOPING HITS THE SPECIALIST FIRST