1. MAKING DIFFERENCES MATTER
LEARNING AND EFFECTIVENESS PARADIGM

2. DIVERSITY MAY NOT DELIVER THE PROMISED IMPROVEMENTS
IT REQUIRES A FUNDAMENTAL CULTURE CHANGE
NEW SET OF ATTITUDES
NEW LEADERSHIP APPROACHES
THAT GO WAY BEYOND DIVERSITY INTAKE
FAIR TREATMENT
NICHE SPECIALIZATION
CELEBRATED DIVERSITY

3. MANAGING DIVERSITY MEANS
PREVAILING THOUGHT
MANAGING DIVERSITY MEANS
HIRING AND
RETAINING
FROM TRADITIONALLY UNDERREPRESENTED GROUPS

4. TYPICAL ORGANIZATIONAL RESPONSE
EXPECT EVERYBODY BLEND IN, ASSIMILATE OR
ASSIGN PEOPLE TO JOBS THAT RELATE TO THEIR BACKGROUNDS
BOTH OF THESE APPROACHES ARE
LIMITED
LIMITING
HAVE POTENTIAL OF DETRIMENTAL RESULTS

5. LEARNING AND EFFECTIVENESS PARADIGM
LEARN THE VARIED PERSPECTIVES AND APPROACHES TO
WORK -FRAME TASKS
SUPERVISION COMMUNICATE
LEADING -DO TEAMWORK
REACH GOALS -DESIGN PROCESS
TO MAKE THE ENTIRE ORGANIZATION MORE EFFECTIVE

6. DISCRIMINATION AND FAIRNESS PARADIGM
EEOP COMPLIANCE
FAIR TREATMENT OF EVERYONE
RESTRUCTURE THE HR MAKE UP TO RESEMBLE THE SOCIETY
INSTITUTE MENTORING
CAREER DEVELOPMENT ASSISTANCE
FOR MINORITIES AND WOMEN
STAFF GETS DIVERSIFIED, WORK REMAINS THE SAME

7. COMMON FIRM CHARARACTERISTICS UNDER THE FAIRNESS PARADIGM
LEADERS W/ DUE PROCESS AND FAIRNESS VALUES
TOP DOWN DIVERSITY INITIATIVES
PROCEDURES FOR FAIR MEASUREMENT AND REWARD FOR INDIVIDUAL CONTRIBUTIONS
STRONG CULTURES W/ FAIRNESS VALUES
BUREAUCRATIC SYSTEMS TO ENFORCE FAIRNESS POLICIES

8. ADVANTAGES OF THE FAIRNESS PARADIGM
INCREASES DEMOGRAPHIC DIVERSITY
PROMOTES FAIR AND EQUITABLE TREATEMENT

9. LIMITATIONS OF THE FAIRNESS PARADIGM
ASSUMES THAT “WE ARE ALL THE SAME”
MIND SET: DIVERSITY SHOULD NOT INFLUENCE THE WORK AND WORK CULTURE
IMPORTANT DIFFERENCES DO NOT COUNT IN THE WORKPLACE
THE FIRM DOES NOT DEVELOP THE CAPACITY TO LEARN FROM ITS DIVERSE WORK FORCE
THE DIVERSE WORKFORCE DOES NOT RELATE WELL AND IDENTIFY W/THEIR WORK
LOW MOTIVATION
ASSIMILATION IS THE MAIN VIRTUE WHEN IT IS NOT REALISTIC

10. ACCESS AND LEGITIMACY PARADIGM
IDENTITY GROUPS HAVE CONSUMER AND PURCHASING POWER
DIVERSITY IN HR WILL
HELP UNDERSTAND THE MARKET BETTER
SERVE THE TARGET MARKET BETTER
HELP GAIN LEGITIMACY WITH THE MARKET SEGMENT(S)
DIVERSITY IS NOT JUST FAIR BUT IT IS A BUSINESS NECESSITY
LEADS TO NEW PROFESSIONAL AND MANAGERIAL OPPORTUNIES FOR WOMEN AND MINORITIES

11. CHARACTERISTICS OF THE FIRM W/ ACCESS AND LEGITIMACY PARADIGM
OPERATE IN INCREASING BUSINESS DIVERSITY
EACH TYPE OF DIVERSITY (CLIENTS, CUSTOMERS, LABOR POOL ETC) PRESENTS
OPPORTUNITIES AND
THREATS

12. STRENTHS OF THE ACCESS AND LEGITIMACY PARADIGM
PROVIDES A MARKET BASED MOTIVATION FOR DIVERSITY MANAGEMENT
EASIER FOR THE ENTIRE FIRM TO
UNDERSTAND
JUSTIFY
ACCEPT
THE NECESSITY FOR HIRING, RETAINING AND MANAGING WELL A DIVERSE WORK FORCE

13. LIMITATIONS OF THE ACCESS AND LEGITIMACY PARADIGM
PUSH STAFF TO NICHE CAPABILITIES
PIGEONHOLE STAFF TO DIVERSITY SEGMENTS BASED ON ETHNICITY OR GENDER
DON’T LEARN WHAT MAKES A SPECIALIST SUCCESSFUL IN TARGET MARKETS
DONT’ LEARN CULTURALLY BASED SKILLS
DON’T LEARN HOW THESE SKILLS WORK
DON’T LEARN HOW THESE SKILLS MAY BE INTEGRATED INTO CORE CULTURE/WORK
NICHE SPECIALIST MAY FEEL USED/EXPLOITED
GLASS CEILING FOR SPECIALISTS
DOWNSCOPING HITS THE SPECIALIST FIRST