DIVERSITY VISIONING

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DIVERSITY VISIONING

• A diversity vision statement
• raises understanding and commitment
• articulates a goal and provides focus
• builds foundation for diversity initiatives

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DIVERSITY VISIONING

• The diversity visioning process
• Involve as many employees as possible
• Allow a voice, multiple perspectives
• Communicate vision throughout organization
• Model the core principles and values imbedded in
  the vision statement

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DIVERSITY VISIONING

• Sample vision
• To create a work environment that emphasizes
  our commitment to treating each other with
  dignity, trust, and respect by recognizing each
  others beliefs, values and differences.
• General Electric Diversity Council

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DIVERSITY MATURITY

• Accept personal responsibility
• Possess understanding of diversity, the
  organization and oneself
• Mission and vision
• Business motive
• Behaviors reflect vision philosophy
• Thomas

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DIVERSITY MATURITY

• Know there will be tension and complexity
• Be willing to challenge conventional wisdom
• Continuously learn and change
• Thomas

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The Diversity Life Cycle

• PHASE 1 Change Management
• The task of managing change
• An area of professional practice
• A body of knowledge
• It is the management of moving from one state to
  another state.

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Perspectives on Change ManagementManaging
Transitions

• CHANGE is situational, the context
• TRANSITION is the psychological process we go
  through to come to terms with the new situation
  (I.e., the change)
• Bridges (1991)

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Perspectives on Change ManagementManaging
Transitions (2)

• Transition is essential change will not work
  without it
• Transition steps
• 1. Ending
• 2. Neutral zone
• 3. New beginning
• Transitions often happen much more slowly than
  the external change.

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Perspectives on Change ManagementEight-Stage
Change Process

• 1. Establishing a sense of urgency
• 2. Creating the guiding coalition
• 3. Developing a vision and strategy
• 4. Communicating the change vision
• 5. Empowering broad-based action
• Kotter (1996, 2002)

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Perspectives on Change ManagementEight-Stage
Change Process

• 6. Creating short-term wins
• 7. Consolidating gains and producing more change
• 8. Anchoring new approaches in the culture
• Kotter (1996, 2002)

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Perspectives on Change ManagementHolistic Model
of Change Agency

• A change agent facilitates, implements, champions
  and manages change
• A change agent can be internal or external to the
  organization
• Gilley et al. (2001)

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Perspectives on Change ManagementHolistic Model
of Change Agency

• Four Core Roles
• 1. Business Partner
• 2. Servant Leader
• 3. Change Champion
• 4. Future Shaper

• Source for the Role
• 1. BRAIN (Scarecrow)
• 2. HEART (Tin Man)
• 3. COURAGE (Lion)
• 4. VISION (Dorothy)

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Perspectives on Change ManagementCox (2001)
Change Model

• 1. Leadership
• Vision, philosophy
• Personal involvement
• Communication strategy
• 2. Research and measure
• Culture assessment
• Benchmarking

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Perspectives on Change ManagementCox (2001)
Change Model

• 3. Education
• On managing change
• Develop in-house expertise
• 4. Alignment of management systems
• E.g., recruiting, hiring, perf. appraisal, T D
• 5. Follow-up
• Accountability
• Continuous improvement