Discussing diversity in a positive light is pretty exciting because it feels like a door is finally being opened after it’s been boarded up for decades, even centuries. People tend to naturally gravitate towards those who are like-minded, “People tend to be more attracted to working with others who share similar values and attributes, and tend to be less attracted to those they regard as outsiders, that is, different from themselves in important ways.” (Moran and Moran, 2011) Unfortunately when we do this, we miss out on the opportunity to gain a whole new perspective on someone. In the workplace, I feel that it is beyond crucial to create an environment that is welcoming of diversity, whether it be surface level, “the characteristics that we can notice about each other that distinguish us. Demographic differences such as hair color, sex, skin color, height, weight, age, and so on” (PSU, 2017) but especially deep-level diversity, “differences in beliefs, values, attitudes, etc., that do affect much more directly how a person behaves.” (PSU, 2017) The importance of establishing deeper-level diversity within businesses is being realized on a global scale as businesses stay competitive by increasing investments overseas. (Moran and Moran, 2011)
In Chapter 6 of Managing Cultural Differences, the management adage, “Differentiation + Integration = Performance, (D + I = P)” (Moran and Moran, 2011), is introduced. Essentially, this equation shows that great performance comes not just from diversity but from well blended, integrated diversity. Also in Chapter 6 of Managing Cultural Differences, research is noted as showing that the positive effects of deeper-level diversity (attitudes, beliefs and values) in the workplace are demonstrated as people begin to open lines of communication that are geared toward learning about the other person. Sharing conversations between one another, allowing minds to open to new ideas and perspectives. The group members researched, were found to have experienced less negative effects of surface-level diversity (age, sex, ethnicity,) as they spent more and more time with each other. Another result of deeper-level diversity as noted in the research, “produced a more profound mutual understanding and greater satisfaction among members.” (Moran and Moran, 2011) As people develop meaningful relationships within the workplace, they become more accessible to each other as well as to their clientele thus creating an environment ripe for success.
Ensuring that businesses remain as well-oiled machines via (D + I = P), is a hurtle that managers often run into. Within any group of people, conflict is inevitable, this is simply common sense. The question is, how does the leader of a group, help everyone to operate as a unit again? “There is no simple model for effective cross-cultural and diversity training. However, it should address the specific needs of the organization’s employees.” (Bassi and Russ-Eft, 1997) Additionally, Moran and Moran state that “when in conflict with each other, it is difficult for individuals to perform to their potential.” If left unaddressed, the situation escalates and before long, you have a divided staff which is never a positive direction for company morale or for productivity within. For this reason, it is vital that leaders do everything they can to resolve conflicts as soon as they arise in order to avoid any negative repercussions. “Human beings are the most important asset of any organization. They are the only sustainable competitive advantage for the future.” (Bassi and Russ-Eft, 1997)
References:
- Moran, R. T., Ph. D., Remington Abramson, N., Ph. D., & Moran, S. V., MA. (2011). Managing Cultural Differences(9th ed.). Chapter 6. London: Routledge.
- Pennsylvania State University (2017). Leadership in a Global Context-OLEAD 410. Online course lesson. Penn State World Campus. The Pennsylvania State University. Retrieved January 29, 2017 from
https://psu.instructure.com/courses/1826457/modules/items/21654094
- Moran, R. T., Ph. D., Remington Abramson, N., Ph. D., & Moran, S. V., MA. (2011). Managing Cultural Differences(9th ed.). Chapter 1. London: Routledge.
- Bassi, L. J. and Russ-Eft, D. (eds) (1997) What Works: Assessment, Development, and Measurement. Alexandria, VA: American Society for Training and Development.
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