DIVERSITY 101: The What, Why and How of D i v e r s i t y in Organizations A PRACTICAL OVERVIEW

1. United Way of Windham County presents DIVERSITY 101:The What, Why and HowofDiversityin OrganizationsA PRACTICAL OVERVIEW Evangelina Holvino, Ed.D. Chaos Management, Ltd. September 30, 2008 Brattleboro, Vermont

2. Introductions • Name and organizational role • One difference I bring to this group today is …

3. Goals • Clarify meanings of diversity – The What • What it means for you/organization • Review 6 reasons for diversity – The Why • Select those important to you/organization • Understand the steps to diversity in your organization – The How • Apply the MCOD model to define and support a diversity effort

4. Agenda • Welcome, introductions, overview • What is diversity? Discussion and examples • Why diversity? 6 reasons and yours • Break • The process of diversity • The Steps • The MCOD Model and its Application • Q & A, evaluation and survey

5. Today’s Quote “ Diversity work is diversity work, regardless of whether it takes place in a corporation, a community, an organization, or a school. J. Henkelman-Bahn and J. Bahn-Henkelman, 2003

6. Diversity Meanings: Exploration • Reflect on the meaning of diversity for you. What words or elements come to mind? • In large group, share and discuss.

7. The What: Diversity Core Concepts Under-represented/disadvantaged social groups • e.g., race, ethnicity/national origin, religion, sexual orientation, gender, class, ability, age (“protected classes”) continued

8. The What: Diversity Core Concepts From eliminating, ignoring, toleratingto accepting, affirming and utilizing differences continued

9. The What: Diversity Core Concepts • Diversity • Inclusion • Equity

10. What is Diversity? An Example Girl Scouts of the USA is dedicated solely to girls—all girls—where girls build character and skills for success in the real world.

11. What is Diversity? An Example Statement on Diversity by the CEO of Girl Scouts: • Diversity has been a core value since 1912 ... • Before laws promoting civil rights were passed … • Ensured that African-American, American Indian and Hispanic girls were able to become Girl Scouts … • Available to girls who lived in rural and urban areas … • Rich, middle class, and poor … • Girls born in this country, as well as immigrants …

12. Your “What” What statement of diversity should guide your organization?

13. Comments ? ? ?

14. The Why: Quote “There are only four goals of a diversity strategy: VP of Global Workforce Diversity 1. To identify, attract and retain the best people of each group; 2. To create a workplace where talent can perform their best to respond to customers; 3. To assess and understand the diversity of your marketplace and respond to your customers; • To use your external contributions to eliminate disadvantage and increase the diversity of the candidates in the talent pool.”

15. 6 Reasons for Diversity in your Organization • The numbers: the shifting demographics • Clients, products, services, growth, partners • Talent recruitment and retention • Productivity, effectiveness, performance • Legal, compliance, mandates • Social justice/responsibility • Global citizenship and leadership • Alignment: mission, vision, image Add your own …

16. Example of a Diversity Rationale Global Serving Operational Diverse Effectiveness Markets Employer Partner of of Choice Choice

17. Why Diversity in Your Organization? • Review the reasons that apply in your organization • Begin to build a case for diversity…

18. Comments ? ? ?

19. The How : Steps to “Doing” Diversity • Articulate rationale/commit to a vision • Assess gap between reality and vision • Identify specific goals and metrics • Select, prepare and implement activities • Monitor progress and evaluate results • Communicate and institutionalize (or redirect)

20. The MCOD Model: A Useful Framework THE MULTICULTURAL ORGANIZATION DEVELOPMENT MODEL

21. Exclusionary • Privileges values of one group • Actively excludes and advocates dominance of one group • Public vs. private organizations

22. Passive Club • Active or passive exclusion • Narrow interests; informal rules • Accepts only those who fit; “are like us” • “Public” organizations ≠ “clubs”

23. Compliance • Passively committed to including others under dominant norms • Follows the law (not the spirit) • Some changed policies, e.g., harassment • EEO vs AA • Assimilation mode • Non-dominants: tokens; entry level

24. Positive Action • Actively committed to including others • Special efforts to recruit; develop; retain • Builds competence • Changed policies, e.g., Sp preferred vs required • Tolerance/limited use of differences

25. Redefining • Actively including all differences • Learning to accept and utilize differences; not perfect • Representation of non-dominant members throughout • Expands range of acceptable behaviors

26. Multicultural • Inclusive; diverse; equitable • Visible and invisible differences • On-going learning mode • Openly confronts “isms” • New systems, services, products to attend to differences

27. An Open Systems Model STRUCTURES LEADERSHIP MISSION PEOPLE INPUTS OUTPUTS POLICIES REWARDS PROGRAMS

28. The MCOD Lens An Assessment Tool

29. The MCOD Lens: Application • Individually, locate your organization in the MCOD stage and be ready to discuss indicators used. • In similar organizational groups: • Discuss questions 1-4 on pg. 7 of MCOD article • Try to reach consensus, if same organization

30. What We’ve Learned • Intentional change • Strategic • Need to pass through stages • Where you are and where you want to be • MCDO = social justice in organizations

31. Comments / Q & A ? ? ?

32. Contact Information Evangelina Holvino, President Chaos Management, Ltd. 178 Meetinghouse Lane Brattleboro, VT 05301 holvino@chaosmanagement.com www.chaosmanagement.com 802.257.5218 Thank you!