[Excerpt] Diversity is an asset. At least it can be if managed well. Which, the evidence suggests, it often isn’t. Too many organizations focus on demographic diversity (race, gender, age, etc.) and once they get the numbers “right” consider the job done. But in many situations, there is the need and the potential to go much further, to make a strong business case for diversity management. This involves finding ways to stimulate synergy among diverse employees, thereby capitalizing on their key differences to spur creative decision-making, innovation, and improved performance within teams and, ultimately, organizations. Admittedly, this isn’t easy. While there is helpful research, it is difficult to find and often quite technical. In this paper, the authors cut through this morass, taking stock of the available research, consolidating the findings, and identifying key implications for managers and professionals seeking to take the next step in the management of diversity.