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dc.contributor.authorWoods, Susan E.
dc.date.accessioned2020-11-17T16:58:28Z
dc.date.available2020-11-17T16:58:28Z
dc.date.issued2012-01-01
dc.identifier.other2813302
dc.identifier.urihttps://hdl.handle.net/1813/74783
dc.description.abstractGreater diversity in the workplace introduces the possibility for increased misunderstanding and conflict at the same time as it holds out the promise of creativity and innovation. Workplace diversity change leaders have learned that making diversity work cannot be taken for granted. We cannot automatically assume that people will engage well with others across differences. Our history with bias, inequity and exclusion remains too much a part of how we understand one another. Making diversity work represents a mindset shift in the way people interact and engage. Organizations that are serious about creating inclusive work environments—where everyone feels welcomed, respected, and valued for who they are—recognize the importance of how people work together. Relationship building across differences needs to be developed and nurtured. Inclusive organizations focus on creating internal culture change to build people skills and promote shared expectations for mutual respect— an evolving endeavor. I’d like to add to the conversation by offering several observations for what this mindset shift might entail.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Susan Woods/Henderson Woods, LLC. Reprinted with permission. All rights reserved.
dc.subjectworkplace
dc.subjectdiversity
dc.subjecthuman resources
dc.subjectconflict
dc.subjectresolution
dc.subjectdispute
dc.subjectrespect
dc.titleThinking About Five Strategies for Making Diversity Work
dc.typearticle
dc.description.legacydownloadsWoods8_Thinking_about_five_strategies.pdf: 2221 downloads, before Oct. 1, 2020.
local.authorAffiliationWoods, Susan E.: sew13@cornell.edu Cornell University


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