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Diversity In The Workplace
- 1. Diversity in the Workplace Kris Nolt, Adam Peace, Mike Perhosky, Andrew Schommer Learn to Embrace the Tension of Diversity, Marshall Goldsmith
- 2. Article Background • Harvard Business Review • Learn to Embrace the Tension of Diversity • Dr. Marshall Goldsmith • UCLA PH.D • The (London) Times and Forbes recognized as one of most influential business thinkers in the world •AMA one of 50 great thinkers and leaders who have influenced the field of management • Institute of Management Studies Lifetime Achievement Award • Advisor to over 120 major CEOs • Teaches executive education at Dartmouth’s Tuck School • Milling Selling Author
- 3. Learning to Embrace Diversity •Differences can help build great organizations •Double-edge sword •Identifying, recrui ting and training diversity
- 4. Diversity Tension • Stress and strain that accompanies mixtures of similarities and differences • Do not minimize the tension • Understand others without judging • Leaders must spread throughout the organization
- 5. Diversity Summary • Today’s workforce/marketplace is a mosaic of skills, lifestyles, religion s, ethnic groups, genders, and ages • The workforce and marketplace is changing and we must change with it if we are to succeed. • Dimensions of Diversity
- 6. Competitive Advantage of Diversity • Diverse groups bring different talents and perspectives to a sport organization which results in a creative advantage • Changes in the domestic consumer market: Demand products to meet needs, tastes and lifestyles. Need better and more effective marketing strategies. • Reduces costs of absenteeism and turnover through increased job satisfaction through higher employee morale
- 7. Trends in the Workforce oRace and Ethnicity: More people of color in the workforce. oAge: More older people in the workforce oGender: More women working oSexual Orientation: Gays and Lesbians become more visible oAge: People with differing physical and mental abilities
- 8. Hostile Work Environment •Hostile Work Environment: Targeting, trivializing or demeaning individuals •Race, religion, national origin, political affiliation, age, disability, sexu al orientation, physical appearance, pregnancy •Exclusion of one group by another – trying to make the work atmosphere more difficult because they would rather not have them around.
- 9. Three Diversity Paradigms GOLDEN RULE: Treat others as you would like to be treated. Comes from the bible. Value all differences: Conscious of what makes us different. Understand how specific minority groups have been disadvantaged and the causes of this discrimination. OLD PARADIGM: success from standardization, diversity is a cost, rules shaped by senior executives, emphasis on masculine values, change to suit the organization’s culture. NEW PARADIGM: Success from individual contribution, diversity is a competitive advantage, rules to satisfy customers and employees, feminine values are important, modify culture to meet employee needs.
- 10. How the Article Applies Diversity • Relieves tension between differing groups • Part of the New Diversity paradigm and Golden Rule • Embracing tension helps destroy a hostile work environment • Effectively dealing with differences leads to increased productivity
- 11. Wrap Up • Diversity Tension • Competitive Advantage • Workforce Trends • Hostile Work Environment • Work Trends •Diversity Paradigms
Editor's Notes
- -Differences in ideas, methods, motivations, and competencies can be used to help build great organizations. -Cross-cultural exchanges present unlimited possibilities for misunderstandings and cultural blunders.-Successful organizations identify, recruit and train professionals from a diverse blend of backgrounds, cultures, styles, and motivations into positions of increasing power and responsibility.
- -In the midst of individual contributors with such diverse backgrounds, success calls for leaders who are comfortable with diversity tension.-As the Harvard Business Review states; the task of leaders working in the global business arena is not to minimize this tension, but rather use it as a creative force to change and of course make quality decisions in the midst of identity differences, similarities and pressures.-Learning to embrace the tension with other diverse employees leads us into our next topic which simply means…Leaders who prepare and empower their employees to understand others without judging, to be requirement-driven, and to be comfortable with diversity tension are more productive and successful.-It just isnt enough for leaders to express these capabilities, rather the leaders MUST also develop and spread these qualities and these characteristics throughout the organization. Once that has been accomplished the organization should experience reduced employee turnover, which as we’ve learned is extremely expensive for organizations to deal with, while also noticing a visibly better work environment where everyone’s differences are shared and embraced by others. This simple steps can produce major benefits for the organization.