MAKING DIFFERENCES MATTER LEARNING AND EFFECTIVENESS PARADIGM

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

MANAGING DIVERSITY MEANS PREVAILING THOUGHT MANAGING DIVERSITY MEANS HIRING AND RETAINING FROM TRADITIONALLY UNDERREPRESENTED GROUPS

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

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

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

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

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

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

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

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

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

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