Learning Objective: Describe How Organizations Manage Divers

Learning Objective Describe How Organizations Manage Diversity Effect

Describe how organizations manage diversity effectively. Learning Outcomes: Explain the relationship between personality traits and individual behavior; describe the factors that influence the formation of individual attitudes and values. AACSB: Diverse and multicultural work environments In Covington, Louisiana, two police officers became certified as cultural diversity trainers. By taking on this role, they have committed to working with other members of the police department to help improve relations between police and the surrounding communities to save lives. Sgts. Jake Lehman and Detective Kevin Collins went to Norman, Oklahoma, where they became certified instructors through the Racial Intelligence Training and Engagement (RITE) academy. RITE seeks to assist police officers in learning ways to understand their biases and improve their communication skills by focusing on emotional and social intelligence, ultimately seeking to improve their ability to deescalate charged situations. “The idea is to deescalate whenever possible — which in turn will reduce use-of-force incidents,” their police chief Tim Lentz notes. Many police and public safety departments across the United States are seeing a renewed push to implement or improve diversity training programs because of the contentious nationwide debate surrounding the use of excessive force by police against minorities.

For example, a recent settlement between the U.S. Justice Department and the city of Ferguson, Missouri, required the hiring of a monitor to analyze patterns of arrest and force, diversity training for police, and the use of body cameras. These changes come in the wake of the tragedy in which Michael Brown, an 18-year-old unarmed black man, was fatally shot in 2014. Overall, diversity training can take many shapes and forms. But how effective is it at improving an understanding of diversity and reducing prejudice?

A large-scale review of over 250 independent studies found that trainees react positively to diversity training and that it appears to be quite effective at improving the way trainees think about diversity, although it affects behavior to a lesser degree. Overall, diversity training worked best when accompanied by other diversity management approaches that focused on both diversity skill development and awareness, and when continuously implemented over time (instead of just a one-time training exercise). Many have found that the most effective programs engage people in working toward diversity goals, increase contact among various demographic groups, and draw on people’s desire to help one another.

On the other hand, it appears as if many are not sold on the effectiveness of diversity training. For example, some note that there is a large obstacle to overcome: We are wired to make quick interpretations and automatic judgments. According to the esteemed behavioral economist, Daniel Kahneman, “Trying to outsmart bias at the individual level is a bit of a fool’s errand, even with training. We are fundamentally overconfident… so we make quick interpretations and automatic judgments.” Some diversity programs have failed because they too often attempt to control managers’ and employees’ behavior. Instead, many have advocated for changing the decision-making context and environment (changing the diversity policies and climate) so that employees can become more aware of their biases and make decisions that do not discriminate toward others.

Either way, managers across a variety of industries and contexts are motivated to implement diversity management activities in their organizations to promote equity and positive interactions among their employees. If you were to develop your own diversity training plan for an organization, what would you do? What parts of the training plan do you think would have to be present for it to work? A variety of industries have unique problems that come with a lack of understanding of diversity. Can you think of any industries struggling with a lack of diversity? How can diversity training be tailored to these industries? Do you think diversity training is effective? If so, what about it makes it effective? If not, what would you do to improve diversity outcomes in organizations?

Paper For Above instruction

Organizational management of diversity is a vital component of modern workplaces, aiming to foster inclusive environments that respect and leverage demographic differences to enhance organizational performance. Effective diversity management involves comprehensive strategies that address biases, promote cultural competence, and create equitable opportunities for all employees. This paper explores how organizations can successfully manage diversity, examines the role of diversity training, considers industry-specific challenges, and proposes improvements for diversity initiatives.

Introduction

The landscape of workplace diversity has evolved significantly over recent decades, driven by globalization, demographic shifts, and social justice movements. Organizations recognize that managing diversity is not merely a moral imperative but also a strategic advantage that can lead to increased innovation, better decision-making, and enhanced customer satisfaction (Cox, 2001). However, achieving effective diversity management requires intentional efforts, including training programs, policy changes, and cultural transformations.

The Role of Diversity Training in Organizations

Diversity training is a widely adopted approach designed to increase awareness, develop skills, and foster positive attitudes toward individual differences. As highlighted by the large-scale review of over 250 studies, diversity training positively influences participants’ perceptions of diversity, although behavioral changes are less pronounced (Paluck & Green, 2009). The success of such programs hinges on their design and implementation, particularly when integrated with ongoing diversity initiatives that promote continual learning and engagement.

Furthermore, programs like the Racial Intelligence Training and Engagement (RITE) emphasize emotional and social intelligence, aiming to reduce biases and deescalate charged situations. Such targeted training is especially pertinent in law enforcement, where understanding implicit biases can critically impact interactions and safety (Correll et al., 2007). Nonetheless, the effectiveness of diversity training remains debated, largely because of innate cognitive biases that prompt quick judgments, often resistant to change through simple training efforts (Kahneman, 2011).

Challenges and Limitations of Diversity Training

One significant obstacle is human cognitive wiring that predisposes individuals to automatic judgments. Kahneman (2011) points out that overconfidence and heuristics make bias difficult to overcome at the individual level. Many diversity programs inadvertently fail because they focus solely on controlling behavior without addressing the decision-making environment. Changing policies and organizational climate can create systemic shifts that reduce discriminatory biases more effectively (Dobbin & Kalev, 2018).

Industry-Specific Challenges and Tailored Approaches

Different industries face unique challenges related to diversity. For instance, the tech industry often struggles with lack of racial and gender diversity, which impacts talent acquisition and innovation (Page, 2007). Healthcare sectors may face disparities in patient care due to implicit biases among providers (FitzGerald & Hurst, 2017). Tailoring diversity initiatives requires understanding these specific contexts and designing culturally sensitive programs that resonate with industry norms and values.

Strategies for Effective Diversity Management

Effective strategies include ongoing training that involves reflection, contact hypothesis principles to increase interaction among diverse groups, and organizational policies that embed diversity into core values. Promoting inclusive leadership and fostering environments where differences are celebrated can also enhance the impact of diversity initiatives (Cox & Blake, 1991).

Additionally, leveraging community engagement and recognizing individual differences through mentorship and affinity groups can break down barriers and promote a culture of inclusion. Importantly, organizations must also evaluate and adapt their diversity efforts continually, using data-driven approaches to assess progress and identify areas for improvement (Kulik & Pepper, 2009).

Conclusion

Managing diversity effectively is an ongoing process that extends beyond training to include systemic changes within organizational policies, culture, and decision-making environments. While diversity training can significantly influence perceptions and attitudes, its effectiveness is maximized when integrated into comprehensive, sustained efforts. Industries must understand their unique challenges and tailor strategies accordingly. Future directions should focus on systemic reforms, inclusive leadership, and continuous evaluation to create truly equitable workplaces.

References

• Cox, T. (2001). Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity. Jossey-Bass.
• Cox, T., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. The Academy of Management Executive, 5(3), 45-56.
• Correll, J., Wittenbrink, B., & Sadler, M. S. (2007). Badges Gone Bad: The Impact of Stereotype Activation on Police Officers’ Decision-Making. Social Psychology Quarterly, 70(3), 371-386.
• Dobbin, F., & Kalev, A. (2018). Why Diversity Programs Fail. Harvard Business Review, 96(7), 52-60.
• FitzGerald, C., & Hurst, S. (2017). Implicit bias in healthcare professionals: A systematic review. BMC Medical Ethics, 18, 19.
• Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
• Kulik, C. T., & Pepper, M. B. (2009). Race and ethnicity in organizations: Social identities and policy implications. Organizational Dynamics, 38(4), 343-352.
• Page, S. E. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press.
• Paluck, E. L., & Green, D. P. (2009). The Promise and Challenge of Changing Group Norms. Perspectives on Psychological Science, 4(3), 175-190.
• Reeves, R. V. (2020). The Opportunity Gap: What It Is And Why It Matters. Brookings Institution.