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DIVERSITY 101:DIVERSITY 101:
The What, Why and How of DDiivveerrssiittyy in OrganizationsA PRACTICAL OVERVIEWA PRACTICAL OVERVIEW
Evangelina Holvino, Ed.D.Chaos Management, Ltd.September 30, 2008Brattleboro, Vermont
United Way of Windham County presents
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IntroductionsIntroductions
•Name and organizational role
•One difference I bring to this group today is …
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GoalsGoals
• Clarify meanings of diversity – The What What it means for you/organization
• Review 6 reasons for diversity – The Why Select those important to you/organization
• Understand the steps to diversity in your organization – The How Apply the MCOD model to define and support a diversity effort
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AgendaAgenda
• Welcome, introductions, overview
• What is diversity? Discussion and examples
• Why diversity? 6 reasons and yours
• Break
• The process of diversity The Steps The MCOD Model and its Application
• Q & A, evaluation and survey
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Today’s QuoteToday’s Quote
“Diversity work is diversity work,
regardless of whether it takes place in
a corporation, a community, an organization, or a school.
J. Henkelman-Bahn and J. Bahn-Henkelman, 2003
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Diversity Meanings:Diversity Meanings:ExplorationExploration
•Reflect on the meaning of diversity for you. What words or elements come to mind?
•In large group, share and discuss.
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The What:The What:Diversity Core Diversity Core
ConceptsConcepts
Under-represented/disadvantaged social groups e.g., race, ethnicity/national origin, religion, sexual orientation, gender, class, ability, age (“protected classes”)
continuedcontinued
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The What:The What:Diversity Core Diversity Core
ConceptsConcepts
From eliminating, ignoring, toleratingto accepting, affirming and utilizing differences
continuedcontinued
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The What:The What:Diversity Core Diversity Core
ConceptsConcepts
•Diversity
•Inclusion
•Equity
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What is Diversity?What is Diversity?An ExampleAn Example
Girl Scouts of the USA is
dedicated solely to girls—all
girls—where girls build
character and skills for success
in the real world.
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What is Diversity?What is Diversity?An ExampleAn Example
Statement on Diversity by the CEO of Girl Scouts: •Diversity has been a core value since 1912 ...
•Before laws promoting civil rights were passed …
•Ensured that African-American, American Indian and Hispanic girls were able to become Girl Scouts …
•Available to girls who lived in rural and urban areas …
•Rich, middle class, and poor …
•Girls born in this country, as well as immigrants …
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Your “What”Your “What”
What statement of diversity should guide your organization?
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CommentsComments
? ? ?
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“There are only four goals of a diversity strategy:
VP of Global Workforce Diversity © 2008 Chaos Management, Ltd.
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The Why: QuoteThe Why: Quote
1. To identify, attract and retain the best people of each group;
2. To create a workplace where talent can perform their best to respond to customers;
3. To assess and understand the diversity of your marketplace and respond to your customers;
4.To use your external contributions to eliminate disadvantage and increase the diversity of the candidates in the talent pool.”
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6 Reasons for 6 Reasons for DiversityDiversity
in your in your OrganizationOrganization
1.The numbers: the shifting demographics Clients, products, services, growth, partners Talent recruitment and retention
2.Productivity, effectiveness, performance
3.Legal, compliance, mandates
4.Social justice/responsibility
5.Global citizenship and leadership
6.Alignment: mission, vision, image
Add your own …
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Example of a Example of a Diversity RationaleDiversity Rationale
Global ServingOperational DiverseEffectiveness Markets
Employer Partnerof ofChoice Choice
Global ServingOperational DiverseEffectiveness Markets
Employer Partnerof ofChoice Choice
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Why Diversity in Why Diversity in Your Your Organization?Organization?
•Review the reasons that apply in your organization
•Begin to build a case for diversity…
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CommentsComments
? ? ?
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The How :The How :Steps to “Doing” Steps to “Doing”
DiversityDiversity•Articulate rationale/commit to a vision
•Assess gap between reality and vision
•Identify specific goals and metrics
•Select, prepare and implement activities
•Monitor progress and evaluate results
•Communicate and institutionalize (or redirect)
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The MCOD Model: The MCOD Model: A Useful FrameworkA Useful Framework
THE MULTICULTURAL ORGANIZATION DEVELOPMENT MODEL
Exclusionary Passive Club
Compliance PositiveAction
Redefining Multi-cultural
MONOCULTURAL TRANSITIONAL MULTICULTURAL
Values and promotes the dominant perspective …
Seeks to integrate others into systems created …
Values and integrates the perspectives of diverse identities …
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ExclusionaryExclusionary
•Privileges values of one group
•Actively excludes and advocates dominance of one group
•Public vs. private organizations
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Passive ClubPassive Club
•Active or passive exclusion
•Narrow interests; informal rules
•Accepts only those who fit; “are like us”
•“Public” organizations ≠ “clubs”
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ComplianceCompliance
• Passively committed to including others under dominant norms
• Follows the law (not the spirit) Some changed policies, e.g., harassment
EEO vs AA
• Assimilation mode
• Non-dominants: tokens; entry level
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Positive ActionPositive Action
•Actively committed to including others
•Special efforts to recruit; develop; retain
•Builds competence
•Changed policies, e.g., Sp preferred vs required
•Tolerance/limited use of differences
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RedefiningRedefining
•Actively including all differences
•Learning to accept and utilize differences; not perfect
•Representation of non-dominant members throughout
•Expands range of acceptable behaviors
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MulticulturalMulticultural
•Inclusive; diverse; equitable
•Visible and invisible differences
•On-going learning mode
•Openly confronts “isms”
•New systems, services, products to attend to differences
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An Open Systems An Open Systems ModelModel
LEADERSHIPLEADERSHIP
STRUCTURESSTRUCTURESPEOPLEPEOPLE
POLICIESPOLICIES REWARDSREWARDS
PROGRAMSPROGRAMS
MISSIONMISSION
INPUTS OUTPUTS
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The MCOD LensThe MCOD Lens
An Assessment Tool
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The MCOD Lens: The MCOD Lens: ApplicationApplication
•Individually, locate your organization in the MCOD stage and be ready to discuss indicators used.
•In similar organizational groups: Discuss questions 1-4 on pg. 7 of MCOD article
Try to reach consensus, if same organization
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What We’ve LearnedWhat We’ve Learned
•Intentional change
•Strategic
•Need to pass through stages
•Where you are and where you want to be
•MCDO = social justice in organizations
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Comments / Q & AComments / Q & A
? ? ?
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Contact InformationContact Information
Evangelina Holvino, PresidentChaos Management, Ltd.178 Meetinghouse LaneBrattleboro, VT 05301
[email protected]
www.chaosmanagement.comwww.chaosmanagement.com
802.257.5218
Thank you!