DIVERSITY VISIONING A diversity vision statement A diversity vision statement raises understanding and commitment raises understanding and commitment articulates a goal and provides focus articulates a goal and provides focus builds foundation for diversity initiatives builds foundation for diversity initiatives

DIVERSITY VISIONING The diversity visioning process The diversity visioning process Involve as many employees as possible Involve as many employees as possible Allow a voice, multiple perspectives Allow a voice, multiple perspectives Communicate vision throughout organization Communicate vision throughout organization Model the core principles and values imbedded in the vision statement Model the core principles and values imbedded in the vision statement

DIVERSITY VISIONING Sample vision: Sample vision: “To create a work environment that emphasizes our commitment to treating each other with dignity, trust, and respect by recognizing each others’ beliefs, values and differences.” General Electric Diversity Council General Electric Diversity Council

DIVERSITY MATURITY Accept personal responsibility Accept personal responsibility Possess understanding of diversity, the organization and oneself Possess understanding of diversity, the organization and oneself Mission and vision Mission and vision Business motive Business motive Behaviors reflect vision philosophy Behaviors reflect vision philosophyThomas

DIVERSITY MATURITY Know there will be tension and complexity Know there will be tension and complexity Be willing to challenge conventional wisdom Be willing to challenge conventional wisdom Continuously learn and change Continuously learn and changeThomas

The Diversity Life Cycle PHASE 1:Change Management PHASE 1:Change Management The task of managing change The task of managing change An area of professional practice An area of professional practice A body of knowledge A body of knowledge It is the management of moving from one state to another state.

Perspectives on Change Management: Managing Transitions CHANGE is situational, the context CHANGE is situational, the context TRANSITION is the psychological process we go through to come to terms with the new situation (I.e., the change) TRANSITION is the psychological process we go through to come to terms with the new situation (I.e., the change) Bridges (1991)

Perspectives on Change Management: Managing Transitions (2) Transition is essential; change will not work without it Transition is essential; change will not work without it Transition steps Transition steps 1. Ending 2. Neutral zone 3. New beginning Transitions often happen much more slowly than the external change. Transitions often happen much more slowly than the external change.

Perspectives on Change Management: Eight-Stage Change Process 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision 5. Empowering broad-based action Kotter (1996, 2002)

Perspectives on Change Management: Eight-Stage Change Process 6. Creating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Kotter (1996, 2002)

Perspectives on Change Management: Holistic Model of Change Agency A change agent facilitates, implements, champions and manages change A change agent facilitates, implements, champions and manages change A change agent can be internal or external to the organization A change agent can be internal or external to the organization Gilley et al. (2001)

Perspectives on Change Management: Holistic Model of Change Agency Four Core Roles: Four Core Roles: 1. Business Partner 2. Servant Leader 3. Change Champion 4. Future Shaper Source for the Role Source for the Role 1. BRAIN (Scarecrow) 2. HEART (Tin Man) 3. COURAGE (Lion) 4. VISION (Dorothy)

Perspectives on Change Management: Cox (2001) Change Model 1. Leadership Vision, philosophy Vision, philosophy Personal involvement Personal involvement Communication strategy Communication strategy 2. Research and measure Culture assessment Culture assessment Benchmarking Benchmarking

Perspectives on Change Management: Cox (2001) Change Model 3. Education On managing change On managing change Develop in-house expertise Develop in-house expertise 4. Alignment of management systems E.g., recruiting, hiring, perf. appraisal, T & D E.g., recruiting, hiring, perf. appraisal, T & D 5. Follow-up Accountability Accountability Continuous improvement Continuous improvement