Chapter 14: Building Organizational Diversity Competence PDF

Chapter 14: Building Organizational Diversity Competence through Organization Development Development of diversity competency Three step model by Cox and Beale (1997): 1. awareness, 2. understanding 3. action Starbucks example Organizational Development The ideal way to advance EDI in organ...

Chapter 14: Building Organizational Diversity Competence through Organization Development Development of diversity competency Three step model by Cox and Beale (1997): 1. awareness, 2. understanding 3. action Starbucks example Organizational Development The ideal way to advance EDI in organizations is to adopt the Organizational Development (OD) approach. OD approach is (a) planned, (b) integrated, (c) system-wide management support,(d) long-term, (e) based on behavioral science and (f) designed to improve organizational functioning and the development of individuals. OD model is collaborative rather than expert. Diversity Training is the most common aspect of DEI and often starts with a focus on preventing or responding to harassment and discrimination Diversity training as planned organizational change Nine characteristics of DT that have moved anti-discrimination training to planned organizational change: 1. top management support; 2. training designed for client's particular needs; 3. links between DT and the organization's goals; 4. trainers with managerial or OD backgrounds; 5. training provided for all levels of employees; 6. presentation of discrimination as a broad process rather than narrowly dealing mainly with race or sex; 7. focus on behavior as well as awareness and attitudes; 8. training along with changes in HR practices; and 9. training that impacts the organization's culture. Elements of successful organizational change Successful change requires: Understanding of organizational environment, structures and processes, sources of resistance and support, techniques for bringing about change, and realization that making change is not enough, it must be institutionalized Action Research Action research is a research method involving a three-stage repeating cycle (Kurt Lewin) 1. Data collection and diagnosis 2. Planning and implementation 3. Collection of new data and evaluation Lewin also described three steps of unfreezing, change, and refreezing Action research framework is useful for implementing and evaluating programs Stage 1 Data collection and diagnosis: Culture Audits and strategic analysis First step: Identifying why DEI organization change is desirable or necessary This step should suggest how and which differences between the current and future organizational states can be leveraged to improve the organization’s management of DEI For example, an organization might identify demographic shifts in its customer base and adapt hiring, training, and product development to this reality. DATA COLLECTION AND DIAGNOSIS: CULTURAL AUDITS AND STRATEGIC ANALYSIS Understanding Internal Factors through a Culture Audit Culture audit refers to data collection to provide a current picture of individual, group, and organizational level factors relevant to DEI Should identity problem areas, ways of addressing them, people who may be helpful or resistant and necessary resources It is a comprehensive assessment of the organizational culture and human resource management systems of the organization Use of a standard questionnaire is recommended because it allows identification of change over time and in some cases, comparisons with other organizations. The survey should be administered to all or a representative sample of employees to assess perceptions of diversity culture. Survey questions may address perceptions of whether the experiences of various demographic groups are equivalent, feelings of fairness, or instances of discrimination or harassment. Exploring resistance to diversity Diversity Resistance Any work behaviors or practices that obstruct the use of diversity as an opportunity for the organization to learn and become more effective Examples: Avoidance, procrastination, argument, backlash or manipulative responses Resistance can be individual behavior or organizational practices which can be overt or subtle Overt: discrimination, graffiti, offensive posters, violence, etc. Subtle: exclusion, avoidance, distancing, etc. Addressing Resistance Specific actions to prevent or eliminate resistance cannot be recommended because its forms are so many and its causes so varied and complex. One measure that could be used or adapted for inclusion in a culture audit is diversity climate (DC). Diversity Climate A shared employee perception of the degree to which an organization’s policies and procedures indicate a priority for DEI Measurement of DC is likely to be affected by the general organizational climate Example: Often people are hesitant to report things they believe those above them will not want to hear Those who value diversity are likely to be more comfortable in an organization with a strong positive climate for diversity Diversity attitudes In measuring climate, one assesses shared perceptions of how diversity is valued in an organization (team or group) as expressed in norms, systems, structures, and procedures. This differs from asking employees about their attitude, i.e., their personal thoughts and feelings about diversity. Climate or attitude? Both measures are useful in a culture audit Measures about diversity climate give clues about whether the organization should examine and perhaps change some procedures Measures of diversity attitudes suggest sources of resistance or support, stereotypes, or exclusionary feelings In both surveys, anonymity and confidentiality are critical A third party might be engaged to conduct the survey and compile results A complete culture audit also includes analyses of data about operation of organizational systems and procedures such as recruitment, selection, performance evaluation, compensation, promotion, training, and dispute resolution. The analyses should show whether these systems work equally well for all employees and employee groups. SAMPLE DC ITEMS FOR CULTURE AUDIT INTERVIEWS Items adapted from Thomas (1991): What first attracted you to (this company)? Were your expectations met? What is needed to be promoted here? Are mentors important for career progress here? Have you had a mentor? How do employees here receive feedback on their performance? Is pay connected to performance appraisals? Is training provided for management-potential employees? Special training programs for women or minorities? What factors hinder the advancement of women/minorities here? Other sample items: Are you aware of discrimination or harassment of other employees? Have you experienced this based on your sex/age/race/religion/ability status? How are incidents of sexual or racial harassment handled here? How do people find out about jobs or about opportunities for promotion here? Understanding Internal and External Factors: Strategic Planning and SWOT Analysis Strategic Plan Most medium or large organizations conduct strategic planning A strategic plan suggests how to tie DEI initiatives into business strategy SWOT Analysis Strengths, weaknesses, opportunities and threats Diversity professional invites a group of knowledgeable people to participate in identifying factors to support or oppose a plan for DEI Round-robin process could be used BUILDING ORGANIZATIONAL COMPETENCE THROUGH OD Survey feedback Starts with an organization-wide survey of factors affecting productivity and satisfaction Systematic presentation of survey results through tiers of the organization (begin with top management) In some cases, subunits deal only with survey aspects involving their group Can be powerful because it is data-based, directly and widely involves people in the organization Survey feedback alone is unlikely to alter organizational functioning unless the information it provides is sufficiently motivating and engaging Tends to be a good way to start an organizational redirection Process consultation Focuses on process within a group, team or larger unit Schein (1999) defined it as a creation of a client-consultant relationship that allows the client to perceive, understand and act on the process events Most examples of PC focus on observable processes in interpersonal and small-group interaction From an OD perspective, the observer does not provide expert diagnoses or recommendations but instead asks observation-based questions to facilitate the client’s own diagnosis and process improvement. Applying this technique in the context of improving DEI, the consultant might pay particular attention to demographic and other characteristics of those who are present, influential, active, and well- received by others—and those who are not. Team building A facilitator addresses how a group or team functions with respect to its specific task Focuses on the unit’s work and on relationships Four aspects in order of priority Setting goals or priorities Considering member roles and responsibilities Investigating the group’s norms, process, decision-making, and communication Analyzing interpersonal relationships within the group In the context of DEI, TB might be used with a management team to clarify the priority placed on DEI projects compared to others, or the goals of DEI activities. Appreciative inquiry Emphasizes activities that can lead to positive and transformational change Involves alteration in the very identity of an organization and its state of being Four-phases process called the 4D Cycle Discovery: dialogues about strengths, accomplishments, positive experiences Dream: imagination of possible futures and development of visions Design: collaborative articulation of a new organizational state along with actions to move the organization in the right direction Destiny: construction of working groups of stakeholders with power and willingness to act In DEI work, AI might begin by collecting stories about good experiences with diversity as well as scenarios about feeling included and valued. In analyzing these experiences, participants can develop new patterns of thinking about DEI as well as ideas for what might be done to expand diversity, equity, and the sense of inclusion and who might be involved in these efforts. Job rotation and redesign Job rotation Movement of employees through different job assignments Done to maintain motivation, ensure cross-training and provide learning opportunities Job redesign Changing the characteristics of work to increase motivation, satisfaction and productivity Job Characteristics Model Uses the job diagnostic survey to measure several attributes This model proposes that these characteristics lead to positive psychological experiences These approaches to work design/redesign could be part of a job-focused DEI effort. For example, studying jobs from incumbents' perspectives could increase their sense of inclusion and understanding of how their work fits in. Improving job attributes through redesign could increase inclusion as well as productivity. BUILDING A DEI MANAGEMENT PROGRAM For a startup, DEI can be built into structure and processes from the beginning Reaching organizational diversity competence is a process of awareness, understanding, and action Attention to awareness of how diversity affects work Understanding based on knowledge about DEI Action to implement changes for managing DEI Alignment: Cox’s model of change The alignment among various parts of processes of the organization is an important factor When functions are aligned, they all work in the same direction towards the same goal Misalignment limits the success of efforts to improve DEI management Cox’s (2001) Model of Organizational Change According to Cox (2001), Leadership is the most critical element because it provides a vision of change and motivates others by emphasizing the importance of DEI and creating conditions to support change. The Research and Measurement element concerns data for planning, implementation, and evaluation. Education provides necessary information and skills as well as understanding of why change is undertaken. Alignment of Management Systems e.g., scheduling and environment of work, recruitment, performance appraisal, promotion, compensation. Follow-Up, which is critical for appropriate feedback and reinforcement as well as for continuous improvement. The Full Integration Model of Diversity Change Agars and Kottke, (2004) created a conceptual framework (not fully tested) that proposed large-scale diversity management change occurs in three phases Issue identification: Options are considered, top management becomes involved, and initial changes occur in organizational strategy and goals. Implementation: Changes occur in structure and systems/procedures, and in individuals' behavior and role modeling. Maintenance: Some stability as cultural changes are accepted and support for DEI issues grows. Four processes underlie employee perceptions about the program at each phase, and the strength of each process varies from one phase to another Social and identity concerns Perceptions of threat Perceptions of fairness and justice Views of utility or usefulness Benchmarks and Standards Informed by a panel of 112 expert panelists, the GDEIB consists of a total of 275 benchmarks (proven best practices for organizational standards of performance) in 15 categories and four groups, with five rating levels The four groups are: 1. the foundation group (focusing on strategy development through connecting EDI vision and mission to the organization’s goals while also increasing leadership accountability and support for EDI in the structure of the organization), 2. the internal group (focusing on policies, systems, and processes surrounding recruitment, advancement, compensation, performance management, and work-life integration), 3. the external group (focusing on interaction with the community and other stakeholders), and 4. the bridging group (connecting all the other groups). For EDI work, issues related to the foundational group must be addressed before attempting to resolve issues identified in the other areas. In each category there are several indicators against which an organization’s current status can be compared: 1–Inactive, 2–Reactive, 3–Proactive, 4–Progressive, and 5– Best Practice Ethics in DEI Ethical standards generally accepted norms about boundaries of right and wrong SHRM ethics code describes general expectations on topics such as professional responsibility and development, conflicts of interest, and fairness. SIOP affiliate of the American Psychological Association more relevant to dilemmas in therapy and education than in work organizations or DEI ACCT model: before taking action, diversity professionals must Anticipate ethical conflicts that might develop Consult with other knowledgeable professionals not involved with the situation Costs & benefits of the consequences of various actions, including inaction Talk with affected parties to seek out additional information or explain forthcoming decisions or actions Wrapping Up To become a knowledgeable and skilled diversity professional, one should have an interdisciplinary foundation of the kinds of concepts and information presented in this text The aspiring diversity professional should be aware of professional organizations that have become centers of expertise in the knowledge base and practice of DEI At this time, there is no single widely accepted certification for professionals in the field of DEI, but such credentials now exist and are likely to increase Management of difference among people at work is both challenging and rewarding