A DEFINITION OF DIVERSITY
Diversity, however, breaks the affirmative
action framework and goes beyond race and gender (Thomas, 1990). In fact, the
new diversity paradigm defines it as the process of creating and maintaining an
environment that naturally enables all participants to contribute to their full
potential in the pursuit of organization objectives (Thomas, 1993).
The following model can
be helpful to more fully understand what it means to enable all persons to
contribute their full potential to their organizations.
Primary Dimensions
The inner circle shows the primary dimensions of diversity -- those
that are fundamental to a persons' self-concept or core self. These dimensions,
though not necessarily visible, are unchangeable in that they are not a matter
of choice. They form the basis on which people make instantaneous judgments
about one another, often through the process of stereotyping.
Secondary Dimensions
The middle circle consists of secondary dimensions of diversity. These are aspects
of a persons' identity that are important to a definition of self, but are not
as fundamental as the primary dimensions.
Tertiary Dimensions
In addition, it would
be possible to add a third circle that consists of the tertiary
dimensions of diversity, such as learning style, personality, and professional
orientation. All three categories (primary, secondary, and tertiary) contribute
to the formation of a person's unique life experiences, perspectives, and skill
sets. An effective organization can learn to recognize, understand, appreciate,
respect, and utilize these multiple aspects of a person in the pursuit of its
mission and objectives.
This broadened definition of diversity sheds
light on another reason for understands the connections between diversity and
organizational change. Diversity is often received as a program, not a significant and complex organizational
change process. Defined in this way, diversity frequently is dealt with as a
training program for employees (usually managers only). Training programs by
themselves, however, rarely have the muscle to change the organization's
culture. A diversity effort that focuses primarily on training is, therefore,
not likely to achieve long-term long-lasting results.
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