Performance through diversity and inclusion : leveraging organizational practices for equity and results / Ruth Sessler Bernstein, Paul F. Salipante, Judith Y. Winger.

Format:

Book

Author/Creator:

Bernstein, Ruth Sessler, 1957- author.

Salipante, Paul F., 1945- author.

Weisinger, Judith Y., 1962- author.

Language:

English

Subjects (All):

Diversity in the workplace.

Personnel management.

Organizational effectiveness.

Physical Description:

1 online resource (359 pages)

Edition:

First Edition.

Place of Publication:

New York : Routledge, 2021.

Summary:

"This book provides practical guidance for managers, leaders, diversity officers, educators, and students to achieve the benefits of diversity by focusing on creating meaningful, inclusive interactions. Implementing inclusive interaction practices, along with accountability practices, enhances performance outcomes for the organization and improves equity for members of historically underrepresented and marginalized groups. The book highlights the need to challenge existing approaches that have overemphasized representational-that is, numerical-diversity. For many decades the focus has been on this important first step of increasing the numbers of underrepresented groups. However, moving beyond representation towards a truly inclusive organizational culture that produces real performance and equity has been elusive. This book moves the focus from achieving numerical diversity to achieving frequent, high quality, equitable, and productive interactions that enable individuals to leverage their distinctive talents, and provides the steps to do so. The benefits of this approach occur at the individual, workgroup and organizational levels. Real-life examples of good inclusive practices are provided from across the for-profit, nonprofit and governmental sectors and in various organizational contexts. The book is ideal not only for those charged with diversity, equity and inclusion efforts in organizations, but also for organizational leaders and managers who can create and/or support the implementing of inclusive organizational practices and also for postgraduate and undergraduate students studying human resource management, organizational behavior, management, or diversity, equity and inclusion"-- Provided by publisher.

Contents:

Cover

Half Title

Title Page

Copyright Page

Dedication

Table of Contents

Figures

Acknowledgments

Preface

A Reader's Guide to the Chapters

Part I Overview Leveraging the Framework for Inclusive Interactions to Improve Performance and Equity

Introduction: The Elusive Goal: Diversity and Inclusion for Equity and Performance

The Unrealized Opportunity: Diversity With Inclusion

The Stakes for Organizations and Societies

The Realities: Representation and Legal Compliance Are Not Enough

Sustainable Inclusion

Evidence-informed Management for Sustainable Inclusion

The Evidence: Confounding Effects of Contemporary Diversity Efforts

Effective Approaches

Ineffective Approaches

Being Informed By Evidence on Diversity Interactions

Is Lack of Progress Due to Complacency?

A Practice-Based Approach: Why Is It Necessary?

A Practice-Based, Evidence-Informed Framework for Leveraging Diversity

Addendum: Key Terminology and Language

Notes

1 Doing Better: Achieving Equity and Performance From Diversity

The Ongoing Evolution of Diversity Efforts

Beyond Training: Contemporary Paradigms for Managing Diversity

Combining Business and Social Justice Imperatives

An Emergent, Refined Understanding of Inclusion

Integrating Knowledge to Guide Inclusive Practices in Organizations

What Have We Learned?

A More Promising Way Forward

A Practical Case About Changing Practices

2 The Framework: Improving Performance and Equity Through Inclusive Interaction Practices

Structured Practices for Inclusive Interactions

Practice One: Pursuing a Shared Task Orientation Or Mission

Practice Two: Mixing Members Frequently and Repeatedly

Practice Three: Collaborating With Member Interdependence

Practice Four: Handling Conflict Constructively.

Practice Five: Engaging in Interpersonal Comfort and Self-Efficacy

Practice Six: Ensuring Equal Insider Status for All Members

Overcoming Anti-Inclusive Practices That Inhibit Inclusive Interactions

Self-segregation

Interaction Discomfort

Stereotyping and Stigmatizing

Making Decisions Based on Implicit Bias

Note

Part I Summary Leveraging the Framework for Inclusive Interactions for Performance and Equity

Part II Overview Moving From Diversity to Inclusion: Evidence-Based Guidance for Making Diversity and Inclusion Work

3 Designing Structured Inclusive Interaction Practices

Practice 1: Pursuing a Shared Task Orientation Or Mission

Examples of Pursuing a Shared Task Orientation Or Mission

Practice 2: Mixing Members Frequently and Repeatedly

Examples of Mixing Members Frequently and Repeatedly

Space Design

Enculturation, Not Assimilation

Practice 3: Collaborating With Member Interdependence

Interdependent Collaboration in Cross-Functional Teams: Two Examples

Gender Roles Inhibiting Collaboration

Decision-making With Respect to Collaboration

Practice 4: Handling Conflict Constructively

Examples of Handling Conflict Constructively

Practice 5: Engaging in Interpersonal Comfort and Self-Efficacy

Understanding Interpersonal Comfort and Self-Efficacy

Examples of Engaging in Interpersonal Comfort and Self-Efficacy

Practice 6: Ensuring Equal Insider Status for All Members

Examples of Ensuring Equal Insider Status for All Members

The Interaction Practices Work Together

4 Exclusionary Forces: Widespread Social Practices That Inhibit Inclusion

Self-segregating as an Exclusionary Dynamic

Interacting With Discomfort: Anxiety and Communication Apprehension

Why Is Stereotyping Common?.

Being Socially Produced, Negative Stereotypes and Stigmatizing Can Be Mitigated

Organizational Conditions That Trigger Stigmatizing

Stigmatizing Content

Stigmatizing's Impacts on Members of Underrepresented Groups

Does Information on an Individual's Capabilities Overcome Stereotyping?

Behavior Based on Implicit Bias

The Nature and Prevalence of Implicit Bias

Seemingly Small Biases Have Large Employment Impacts

Persistence of Inequities

Implicit Bias and Interactions

When Is Implicit Bias (Not) Triggered Into Actions and Decisions?

Conclusion: Refining Our Beliefs About Achieving Diversity and Inclusion

Worksheet and Memo to Self

5 The Performance Issue: How Overcoming Exclusion Matters for Workgroup Effectiveness

The Question of Inevitability

Exclusion Vs. Inclusion in the Performance of Diverse Workgroups

Interaction Processes in Top Management Teams

Managerial Control Over Exclusionary Forces Through Sets of Practices

Managing the Right Tensions: Avoiding Too Little Conflict, Avoiding the Wrong Conflict

From Moderators to Managerially Structured Practices Prolonged Over Time

Managerial Control With Constructive Tensions

The Question of Efficacy

The Question of Intent

Cross-job Collaboration

A Practical Example: Inclusion From Agile Teams for Software Development

The Managerial Prospects for Informed, Creative Actions

Strategic Options for Diversity

6 Structured Interaction Practices for Adaptive Behavioral Learning

Cognitive Adaptation By Individuals

Initiatives to Facilitate Psychological and Behavioral Adaptation

From Interaction Discomfort to Comfort: Cognitive and Behavioral Adaptation By Individuals Holding Stereotypes

Intergroup Contact Theory

Are Contact Theory's Conditions Necessary for Prejudice Reduction?.

Behavioral and Attitudinal Adaptation From Prolonged, Even Vicarious Contact

Practice Theory

The Reproduction Over Time of Discrimination Or Inclusion

To Sustain Diversity in Organizations, the Primacy of Behavior Over Attitudes

Organizational Conditions Stimulate Performance-Enhancing Inclusive Practices

Individual Enculturation Into Organizations

Enculturation Processes

Avoiding Narrow Conformity While Gaining Individual and Collective Adaptation

Personal-identity Socialization

Behavioral Engagement

Managerial Application of Knowledge on Adaptive Learning

7 Merit, Accountability, and Transparency Practices to Address Equity and Performance

Why Do Organizations Need Both Inclusive Interaction Practices and Merit and Accountability Practices?

Accountability, Transparency, and Merit in the Allocation of Rewards

Achieving Accountability for Reward Decisions

Belief That Practices Are Meritocratic Enables Biased Decisions

Accountability for Inclusive Behavior

Strategies for Accountability and Inclusion

8 Sustainable Inclusion: Multiple Outcomes for Individuals, Workgroups, and Organizations

Processes That Sustain Disparities

Common Rationalizations Vs. Embedded Practices in a Vicious Cycle

Reproduction of Inequities and Unsustainable Diversity

Outcomes From Three Strategic Options for Diversity

Achieving Equity, Or Not

Equity From Recruiting and Cross-Job Contact

Achieving Performance, Or Not

Achieving Skills, Or Not

Achieving an Inclusive Culture and Its Benefits, Or Not

Achieving Commitment, Retention, and Sustained Inclusion: The Role of Leaders

Inclusion and the Role of Leaders

Part II Summary Guidance for Making Diversity and Inclusion Work

Part III Overview Achieving Sustainable Inclusion: Multilevel Outcomes.

9 Case Examples: Practices for Inclusive Actions and Accountability

Set 1: Achieving Inclusion

Al-Anon: Socializing Into Practices for High Inclusion

Nonprofit Boards of Directors: Progressing From Diversity to Inclusion

Girl Scouts of the United States of America (GSUSA): Diversity and Occasional Inclusion

Leadership Fellowship: Reproducing High Inclusion

Coed Service Fraternity: Reducing Prejudice Through Inclusive Practices

Lessons From Set 1

Set 2: Creating Inclusion in Workgroups

International Joint Ventures: Coping With Differences

Banking: Inclusion Sustained By Managers' Everyday Practices

Health Care: Structuring an Organizational Unit for Inclusion

Lessons From Set 2

Set 3: Organization-Wide Inclusion

Military Base: Embedding Inclusive Behavior

Civil Engineering Firm: Equal Status From Performance Interdependence

High-tech: Holding Each Other Accountable for Inclusive Engagement

Lessons From Set 3

Achieving Inclusion Is Practical

10 Performance Through Diversity and Inclusion: Leveraging Organizational Practices for Equity and Results

Moving Our Organizations Beyond Representational Diversity to Inclusive Practices

Gaining Leader and Member Support for Change

A Case of Creating Opportunities: Guiding Groups Toward the Framework's Inclusive Practices

Who Has the Opportunity to Generate Inclusion?

Anticipating the Challenges

Intentionally Structuring Inclusive Interaction Practices

Opportunities and Options for Individuals in Various Roles

Especially Favorable Opportunities for Various Organizations

Newly Formed Workgroups

Fostering Diversity Friendships

Sectoral Variations in Inclusive Practices

Opportunities to Generate and Diffuse Practical Knowledge for Inclusion

Concluding Thoughts on the Process of Moving Forward.

A Distinctive Approach: Structure Practices for Inclusive Interactions.

Notes:

Description based on print version record.

ISBN:

9781000427080

1000427080

9780367822484

0367822482

9781000427059

1000427056

OCLC:

1273001336