1. Why are Diversity Initiatives Important Census Canada 2001 Canada Toronto Total29,639,030 4,647,955 Visible Minorities 3,983,84513%1,712,53036.8% Aboriginal976,305.03%20,300.004% Caucasian25,645,42286.5%2,915,12563%

2. Negative inter group relations in workplace still prevalent E.g., employment discrimination lawsuits in Ontario In 2002-2003, 337 were due to race & colour, 177 were due to ethnicity, 153 were due to place of origin In 2001-2002, 520 were due to race & colour, 228 were due to ethnicity, 126 were due to place of origin Diversity Initiatives in the Workplace

3. Poor communication Conflict Stress Dissatisfaction Lowered Commitment Intentions to Quit Psychological Consequences of Negative Inter-group Relations

4. Cost of Employee Withdrawal replacing employee, days absent, sick days Mental health care costs Lowered employee productivity Health care costs Legal costs defending & settling lawsuits Lowered stock value Physical Consequences of Negative Inter-group Relations

5. Higher annualized returns Minority group members ~ collectivism (group-orientation) ~ interpersonal skills ~ collaboration, cohesion, teamwork See also Cox Diverse groups ~ decision making, creativity, marketing Women~ tolerance for ambiguity ~ cognitive complexity Bilinguals~ cognitive complexity Positive Effects of Diversity

6. Managing Diversity Changing org structure, policies, norms & practices to create fairness Valuing Diversity Changing employee attitudes and behaviors via emphasizing equality/fairness values and/or providing training Types of Diversity Initiatives

7. Changing structure by changing composition of organization at all levels via Recruitment, hiring, promotion Compensation for diversity-based performance Grievance procedure Encouraging communication across and within all levels Managing Diversity

8. Other strategies Sponsoring caucus, advisory, and support groups for different groups Offering benefit packages that appeal to minorities Being more flexible in social norms (see also Cox) Ensuring minority representation on internal committees Creating career development programs for minorities (e.g., mentoring) Community outreach to enhance organization’s image and attract minority applicants Managing Diversity

9. Org emphasizes fairness/equality values Provides training to Increase awareness (sensitivity) Cultural & historical information about groups Know about, and counteract stereotypes E.g., Diversophy board game Improve skills Interpersonal, conflict management, language, mentoring Change attitudes & feelings Hardest to do Valuing Diversity

10. What is culture? Beliefs, norms, customs, knowledge, habits of a group Why is learning about cultural differences important for diversity training? Increases awareness of role of culture in social behaviors Awareness can improve interactions between people of different cultural groups Types of Diversity Training

11. Highlight differences in communication styles Culture-clash Inter cultural conflict resolution Owl sensitivity Increase cultural identity Pie chart, Backgrounds, Cultural circles Interpersonal stereotyping Diversity and perception, Car radio etc. Group stereotyping Gender & language, Cross-gender role-play Understand power differences & Gain empathy Disability Exercise Goals of Diversity Exercises

12. Tansik & Driskill 1977 20 hrs of lectures, case studies, role-playing Small changes right after, positive changes 5 weeks after, negative attitudes 12 weeks after Sorcher & Spence 1982 10 week prog of watching videotapes of effective behaviors, role playing with reinforcement No changes immediately or 6 weeks after, but positive changes 20 weeks after Evaluation of Diversity Training Programs

13. Dunnette & Motowildo (1982) 3-days of small group discussions, readings, seminars, videos on sexist attitudes & behaviors No changes for men, but positive changes for women Alderfer (1992) Upward mobility program, balanced composition of promotion committees, workshop had lectures, role-plays and experiential activities Increases in minorities in management ranks Dominant group members evaluated program more negatively than minority group members Evaluation of Diversity Training Programs

14. Ellis & Sonnenfield (1994) 1 day of watching videos of culturally insensitive behaviors and discussing them 59% evaluated seminar positively Tan, Morris, & Romero (1996) 3 days of case studies, simulations, videos, discussions Increased knowledge of diversity issues barriers to change sensitization to and knowledge of how to prevent negative effects of prejudice & stereotypes Evaluation of Diversity Training Programs

15. Hanover & Cellar 1998 Videos, role playing, examination of diversity practices, action planning Increased ratings on diversity practice measures (e.g., open discussions of group differences, discouraging comments perpetuating stereotypes) Rynes & Rosen 1995 33% of HR managers surveyed rated diversity programs as successful but 18% rated them as unsuccessful Mandatory prog were rated as more successful Evaluation of Diversity Training Programs

16. Layng 1998 Analysis of commonly used video in diversity training programs Introduced new stereotypes to replace old ones Too much focus on incompetence of White male managers can alienate intended audience Suggests that diversity leads to communication problems Evaluation of Diversity Training Programs

17. Trainers do not like sharing techniques Trainers do not know evaluation techniques Evaluation requires time and money Some evaluations take more time away from trainees’ jobs, are resisted by organizations Showing no change (or negative change) is disadvantageous to trainer Why such few Evaluations of Training Programs

18. Changing established norms & practices of adults in organizations is difficult Limited time for change to occur Teach legal & inter group aspects of diversity Participants are resistant to change Challenge for Diversity Trainers

19. Changes in structure, practices, incentives, norms to promote fairness changes behavior and (maybe?) attitudes Reinforcement theory Cognitive Dissonance Theory Theory of reasoned action Negative sanctions toward discriminatory behavior reduces it Reinforcement theory Theory of reasoned action Processes underlying Managing Diversity

20. When authority figures emphasize fairness or equality values (e.g., in mission statement) and follow up with own behavior or implement relevant rules, behavior changes Theory of reasoned action Processes underlying Valuing Diversity Organizational Values

21. Change knowledge of and understanding about different groups Provide historical information about groups Info on group differences in values, behaviors, norms, beliefs Self-insights into own biases ~ increased motivation to regulate discriminatory behavior Provide experience or information that contradicts stereotypes Create empathy (via role playing) ~ positive changes in attitudes & behavior Processes underlying Valuing Diversity Training

22. Adult attitudes and behavior hard to modify bec Lifelong exposure and experience with mass media’s stereotypes May react with defensiveness and avoidance to info that creates change May feel they are being attacked or blamed during training Processes underlying Valuing Diversity Difficulties with Training

23. Mandatory nature can be positive and negative People who need it most get it vs. popularity is reduced Change is experienced as threatening, provokes anxiety, resentment, hostility Majority members may feel additionally threatened (as being attacked) Minority members may feel uncomfortable when focus of attention during training Resistance to Diversity Initiatives Individual Barriers

24. Traditional hierarchical structures Standardized procedures, conformity norms Selection & promotion based on ‘fit’ Informal networks of communication Token representation of minorities Perception of demographic change in org composition as zero-sum game Resistance to Diversity Initiatives Organizational Barriers

25. Need cultural audit to examine climate, history, current practices, need for new policies Plan should be comprehensive, be in collaboration with labor, have clear objectives, measure progress toward objectives, specify which programs address which issues Plan should fit with organizational climate Anticipate and plan for resistance Include training (valuing diversity) Implementing a Managing Diversity Initiative

26. Include Majority and minority members Members from all organizational ranks Diverse trainers on teams Emphasize similarity within groups and differences Know legal issues Anticipate Conflict between majority & minority groups Resentment from dominant groups Negative reactions re: slow pace of change from minorities Avoid displays of favoritism Present diversity policies in ways palatable to all participants Issues to Consider for Diversity Training

27. Focus on training skills bec employers are legally responsible for employee behaviors Cover a broad range of groups Attend to trainees inter group relations Age, status, strength of ethnic identities Decide on how to confront Prevalent organizational values Value differences between groups Be thoroughly prepared Issues to Consider for Diversity Training