Making Differences Matter: A New Paradigm for Managing Diversity (HBR)

4 Benefits of Learning-and-Effectiveness Paradigm

1) It values common ground 2) It makes a distinction between individual and group differences 3) Less likely to conflict, backlash, and divisiveness sometimes associated with diversity programs that focuses only on group differences 4) Focuses on bringing different talents and perspectives together to make the best decisions to produce innovative, competitive products and services

"We are all the same, differences do not matter"

Discrimination-and-Fairness Paradigm

Which paradigm is most frequently used?

Discrimination-and-Fairness Paradigm

Access-and-Legitimacy Paradigm Primary Benefit

Establishes a clear business reason for diversity

Discrimination-and-Fairness Paradigm Primary Limitation

Focus on diversity remains on the surface level dimension

Discrimination-and-Fairness Paradigm Definition

Focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with equal opportunity law "We are all the same, differences do not matter"

Learning-and-Effectiveness Paradigm Definition

Focuses on integrating deep-level diversity differences, such as personality, attitudes, beliefs, and values, into the actual work of the organization.

Access-and-Legitimacy Paradigm Definition

Focuses on the acceptance and celebration of differences to ensure that the diversity within the company matches the diversity found among primary stakeholders such as customers, suppliers and local communities

Access-and-Legitimacy Paradigm Primary Limitation

Focuses only on surface level diversity, and may lead some employees to feel frustrated and exploited.

Discrimination-and-Fairness Paradigm Primary Benefit

Generally brings out a more fair treatment of employees and increases demographic diversity

Basic Goal of the Access-and-Legitimacy Paradigm

To create a demographically diverse workforce in order to attract a broader customer base

The organization must have a relatively

egalitarian, nonbureaucratic structure.

The organizational culture must have a well-articulated and widely understood

mission.

The organizational culture must encourage

openness.

The leadership must recognize both the learning

opportunities and the challenges that the expression of different perspectives presents for an organization.

The organizational culture must create an expectation of high standards of

performance from everyone.

The organizational culture must stimulate

personal development.

The leadership must understand that a diverse workforce will embody different

perspectives and approaches to work, and must truly value variety of opinion and insight.

The culture must make workers feel

valued.