Types of Diversity Initiatives Examples of Managing Diversity (MD) Examples of Valuing Diversity (VD)

1. Diversity Initiatives Stephan & Stephan Ch 4 • Types of Diversity Initiatives • Examples of Managing Diversity (MD) • Examples of Valuing Diversity (VD) • Issues w/evaluating & conducting diversity training prgs • Processes underling MD & VD • Barriers to VD & MD • How to implement a MD initiative • Issues to consider before VD (training)

2. Types of Diversity Initiatives • Managing Diversity • Change org structure, policies, norms & practices (e.g., hiring) to create fairness • Norms=important others’ beliefs/perceptions, rules of conduct of behavior • Compare with strategies on reducing discrimination (See stephan & stephan, ch 2) • Relative ease of changing norms vs. attitudes in organizations • More costly to ‘manage diversity’ but it has a better ROI

3. Types of Diversity Initiatives • Valuing Diversity • Change employee attitudes and behaviors by • Emphasis on equality/fairness values • Providing training on awareness & skills • Similar to strategies on reducing stereotyping & prejudice (See stephan & stephan ch. 2)

4. Examples of Managing Diversity • Change structure by changing membership in the organization across all levels via • Recruitment, hiring, promotion • Compensation for diversity-based performance • Having grievance procedure • Encouraging communication across & within all levels • See for examples Carnevale & Stone reading • Be more flexible in social norms • See for examples Carnevale & Stone reading

5. Examples of Managing Diversity • Offer benefit packages appealing to minorities • E.g., elder care & child care for sandwich generation, for people with different values toward aging parents • Ensure minority representation on internal committees • E.g, to make decisions on purchasing benefit policies

6. Examples of Managing Diversity • Sponsor caucus, advisory & support groups for different groups • What is the value for UTSC and for students in particular to have student groups of different ethnic groups? • Numerical majority does not imply power/voice/influence to change structure (representing collective has more credibility) • To represent Chinese of different backgrounds/subgroups/values • Pros & Cons of having groups representing different ethnicities or interests • Helps create diversity of ideas/thought • Brings awareness of diversity to community at large • Creates knowledge of the culture to members of the group • Can create segregation, perpetuate stereotypes, lead to ingroup out group categorization and derogation of out groups • How would these groups serve multi-ethnic students? • Join both groups! • Get group leaders to help integrate yourself into groups • Find groups that represents your group identity

7. Examples of Managing Diversity • Create career development programs for minorities & women • e.g., mentoring • Community outreach to enhance organization’s image and attract minority applicants, customers • E.g., IBM’s Aboriginal initiative

8. Valuing Diversity • Org emphasizes fairness/equality values • Provides diversity training to • Increase awareness (sensitivity) • Cultural & historical information about groups • Know about, and counteract stereotypes • E.g., Board games • Improve skills • Interpersonal, conflict management, language, mentoring • Change attitudes & feelings • Hardest to do

9. Types of Diversity Training • What is culture? • Beliefs, norms, customs, knowledge, habits of a group • See “What are transparent aspects of culture” in cultural circles) • Why is learning about cultural differences important for diversity training? • Increases awareness of role of culture in social behaviors (e.g., choice of partner; amount of eye-contact) • Awareness can increase accepting which can improve interactions between people of different cultural groups

10. Goals of Diversity Training Exercises • Highlight differences in communication styles • E.g., Bafa Bafa • Inter cultural conflict resolution • E.g., Owl sensitivity • Increase cultural identity • E.g., Pie chart, Backgrounds, Cultural circles • Interpersonal stereotyping • E.g., Diversity and perception, Car radio etc. • Group stereotyping • E.g., Gender & language, Cross-gender role-play • Understand power differences & gain empathy • E.g., Disability Exercise

11. Goals of Diversity Training Exercises • What are goals of the online-discussion group? • Highlight differences in communication styles • Of People’s preference for communicating orally vs. online • Inter cultural conflict resolution • Increase cultural identity • Learn about each other’s culture • Interpersonal stereotyping • E.g., Bec. you are muscular you must be athletic • Group stereotyping • E.g., Bec. you are Chinese you must be conservative • Gain gain empathy • For people who are too shy to speak out in class

12. Evaluation of Diversity Training Programs • Tansik & Driskill 1977 • 20 hrs of lectures, case studies, role-playing • Small changes right after, positive changes 5 weeks after, negative attitudes 12 weeks after • Sorcher & Spence 1982 • 10 week prog of watching videotapes of effective behaviors, role playing with reinforcement • No changes immediately or 6 weeks after, but positive changes 20 weeks after

13. Evaluation of Diversity Training Programs • Dunnette & Motowildo (1982) • 3-days of small group discussions, readings, seminars, videos on sexist attitudes & behaviors • No changes for men, but positive changes for women • Alderfer (1992) • Upward mobility program, balanced composition of promotion committees, workshop had lectures, role-plays and experiential activities • Increases in minorities in management ranks • Dominant group members evaluated program more negatively than minority group members

14. Evaluation of Diversity Training Programs • Ellis & Sonnenfield (1994) • 1 day of watching videos of culturally insensitive behaviors and discussing them • 59% evaluated seminar positively • Tan, Morris, & Romero (1996) • 3 days of case studies, simulations, videos, discussions • Increased knowledge of • diversity issues • barriers to change • sensitization to and knowledge of how to prevent negative effects of prejudice & stereotypes

15. Evaluation of Diversity Training Programs • Hanover & Cellar 1998 • Videos, role playing, examination of diversity practices, action planning • Increased ratings on diversity practice measures (e.g., open discussions of group differences, discouraging comments perpetuating stereotypes) • Rynes & Rosen 1995 • 33% of HR managers surveyed rated diversity programs as successful but 18% rated them as unsuccessful • Mandatory prog were rated as more successful

16. Evaluation of Diversity Training Programs • Layng 1998 • Analysis of commonly used video in diversity training programs • Introduced new stereotypes to replace old ones • Too much focus on incompetence of White male managers can alienate intended audience • Suggests that diversity leads to communication problems

17. Why such few Evaluations of Training Programs • Trainers do not like sharing techniques • Trainers do not know evaluation techniques • Evaluation requires time and money • Some evaluations take more time away from trainees’ jobs, are resisted by organizations • Showing no change (or negative change) is disadvantageous to trainer

18. Challenge for Diversity Trainers • Changing established norms & practices of adults in organizations is difficult • Limited time for change to occur • Teach legal & inter group aspects of diversity • Participants are resistant to change

19. Diversity Initiatives Stephan & Stephan Ch 4 • Types of Diversity Initiatives • Examples of Managing Diversity (MD) • Examples of Valuing Diversity (VD) • Issues w/evaluating & conducting diversity training progs • Processes underling MD & VD • Barriers to VD & MD • How to implement a MD initiative • Issues to consider before VD (training)

20. Processes underlying Managing Diversity • Changes in structure, practices, incentives, norms to promote fairness changes behavior and (maybe?) attitudes • Reinforcement theory • Cognitive Dissonance Theory • Theory of reasoned action • Negative sanctions toward discriminatory behavior reduces it • Reinforcement theory • Theory of reasoned action

21. Processes underlying Valuing Diversity Organizational Values • When authority figures emphasize fairness or equality values (e.g., in mission statement) and follow up with own behavior or implement relevant rules, behavior changes • Theory of reasoned action

22. Processes underlying Valuing Diversity Training • Change knowledge of and understanding about different groups • Provide historical information about groups • Info on group differences in values, behaviors, norms, beliefs

23. Processes underlying Valuing Diversity Training • Self-insights into own biases increased motivation to regulate discriminatory behavior • Provide experience or information that contradicts stereotypes • Create empathy (via role playing)  positive changes in attitudes & behavior

24. Processes underlying Valuing Diversity Difficulties with Training • Adult attitudes and behavior hard to modify bec • Lifelong exposure and experience with mass media’s stereotypes • May react with defensiveness and avoidance to info that creates change • May feel they are being attacked or blamed during training

25. Diversity Initiatives Stephan & Stephan Ch 4 • Types of Diversity Initiatives • Examples of Managing Diversity (MD) • Examples of Valuing Diversity (VD) • Issues w/evaluating & conducting diversity training progs • Processes underling MD & VD • Barriers to VD & MD • How to implement a MD initiative • Issues to consider before VD training

26. Resistance to Diversity Initiatives Individual Barriers • Mandatory nature can be positive and negative • People who need it most get it but popularity may be reduced • Change is experienced as threatening, provokes anxiety, resentment, hostility

27. Resistance to Diversity Initiatives Individual Barriers • Majority members may feel additionally threatened (as being attacked) • Minority members may feel uncomfortable when focus of attention during training

28. Resistance to Diversity Initiatives Organizational Barriers • Traditional hierarchical structures • Standardized procedures, conformity norms • Selection & promotion based on ‘fit’ • Remember Brief et al article! • Informal networks of communication • Token representation of minorities • Perception of demographic change in org composition as zero-sum game

29. Implementing a Managing Diversity Initiative Similar to Cox • Need cultural audit to examine climate, history, current practices, need for new policies • Anticipate and plan for resistance • Include training • I.e., valuing diversity

30. Implementing a Managing Diversity Initiative • Plan should be • Comprehensive, • Be in collaboration with labor • Have clear objectives • Measure progress toward objectives • Specify which programs address which issues • Fit with organizational climate

31. Issues to Consider for Diversity Training • Include • Majority and minority members • Members from all organizational ranks • Diverse trainers on teams • Emphasize similarity & differences within groups • E.g., cultural circles • Know legal issues • E.g., discrimination scenarios exercise

32. Issues to Consider for Diversity Training • Anticipate • Conflict between majority & minority groups • Resentment from dominant groups • Negative reactions re: slow pace of change from minorities • Avoid displays of favoritism • Present diversity policies in ways palatable to all participants • E.g., business case

33. Issues to Consider for Diversity Training • Focus on training skills bec. employers are legally responsible for employee behaviors • Cover a broad range of groups • Attend to trainees • Inter group relations • Age, status, strength of ethnic identities • Similar to strategies to reduce negative intergroup contact

34. Issues to Consider for Diversity Training • Decide on how to confront • Prevalent organizational values • Value differences between groups • Be thoroughly prepared

35. Diversity Initiatives Stephan & Stephan Ch 4 • Types of Diversity Initiatives • Examples of Managing Diversity (MD) • Examples of Valuing Diversity (VD) • Issues w/evaluating & conducting diversity training progs • Processes underling MD & VD • Barriers to VD & MD • How to implement a MD initiative • Issues to consider before VD (training)