Unlocking the Potential of Diversity in Organisations: The Governance of Inclusion in a Racialised World
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Diversity and Inclusion Research Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (290 Seiten) |
| ISBN: | 9783031104022 |
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| 505 | 8 | |a Intro -- Foreword -- Preface -- Acknowledgements -- About the Author -- About the Consulting Editor: Dr Doyin Atewologun -- Introduction -- The Constant Struggle -- Turning the Tide -- Sidenote on Terminology -- Contents -- Part I: Of Diversity and Discrimination -- 1: #TheSinsOfOurFathers -- 1.1 Is the World Your Oyster? Discovering Discrimination -- 1.2 Uniqueness: Discovering Inclusion -- 1.3 Diversity: The Good and the Difficult -- Square Pegs in Round Holes -- What Is the Problem? -- 1.4 The Identity Tension: Identities and Society -- 1.5 Choosing Diversity: Choosing Destiny -- The Organisational Opportunity -- Those Who Dare, Win -- Organising for Conflict -- From Algorithm to Compassion -- References -- 2: #TimesOfChange: Where Are We Now? -- 2.1 Things Are Getting Worse, Not Better -- Force and Counter-Force -- 2.2 Society, Organisations and Leadership -- 2.3 Opening Doors to Diversity -- The Merit Aristocracy -- Life on the Career Ladder -- References -- 3: #DiversityRocks: Why Do We Care? -- 3.1 Diversity and Inclusion: Two Words, Two Concepts -- Diversity and Inclusion: Go Together Like a Horse and Carriage -- 3.2 ''Time to Change Course, Captain'': Introducing Change -- To Rock the Boat or Not -- 3.3 Citizenship But for Whom? -- Better Safe Than Sorry? -- 3.4 Forces for D& -- I: The Focus on Change -- Times -- They Are a-Changing -- References -- Part II: Identifying the Scale of the Challenge -- 4: BirdsOfaFeatherFlockTogether: Living Apart Together -- 4.1 The Barriers That Separate Us: See, Hear and Speak No Evil -- The Communication Barrier -- Social Perception and Information Processing -- 4.2 The Dual Forces of Exclusion -- In the Blue Corner -- In the Red Corner -- 4.3 The Curse of History: The Narrative of Legacy -- 4.4 A Question of Trust and the Fear of Strangers -- People Like Us -- 4.5 If You Can't Beat Them, Join Them | |
| 505 | 8 | |a Integration and Adaption -- The Bribe -- The Metachrosis Effect -- My Avatar and I -- The Bind of Intersectional Discrimination -- 4.6 Light at the End of the Tunnel -- References -- 5: #BreakingTheMould: Why Traditional D& -- I Programmes Fail -- 5.1 The Tyranny of the Unconscious Mind -- When D& -- I Programmes Fail -- 5.2 First, Tentative Words and the Open Mind -- Charting a New Course -- Education and the Marley Hypothesis -- 5.3 D Just Another Risk? -- D& -- I Policy -- Diversity Recruitment: Risk, Reward, and Making Waves -- The Inclusive Self or Not -- 5.4 Culture Change: A Human Affair -- Walking the Talk -- The Power of Networks -- It Is a Full-Time Occupation -- References -- Part III: Campaigning for Change -- 6: #CultureChange: What It Is and How It Works -- 6.1 What Is Organisational Culture? -- Levels of Cultural Maturity -- The Power of Culture -- The Culture Cycle -- 6.2 On Compliance and Culture -- 6.3 Defining Strategic Culture -- From Chaos to Performance -- The Role Model Organisation -- 6.4 Culture Change: No Small Task -- The Dismantling of Legacy -- Manifestations of Culture: Ghosts of the Past or Visions of the Future? -- 6.5 Pillars of Organisational Culture: The Ground Rules for Change -- The Inclusive Culture -- Academic Coat Hooks -- References -- 7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change -- 7.1 The Nature of Conflict: For Better or Worse -- Functional Conflict and Diversity -- 7.2 The Trust Antidote: Generating Collaboration Through Dialogue -- Hitching the Charrette to a Horse Called Purpose -- 7.3 The Politics of Influence and Power -- 7.4 The Management of Influence and Power: The Alignment of Objectives -- Influencing Networks -- 7.5 It Is Not What You Say, It Is How You Say It -- Preparing the Campaign -- 7.6 Know the Terrain: Choosing Messengers Wisely -- References | |
| 505 | 8 | |a 8: #OfficePolitics2: Marketing the Change -- 8.1 The Tools of Persuasion -- Incentives and Disincentives -- A Bird in the Hand Is Better Than Two in the Bush -- 8.2 Social Networks for Change -- The Chains That Bind Us -- Bridging the Divide -- Linking Potential -- 8.3 Spheres of Influence: Empowering the Messengers -- Tooling Up the Ambassadors -- Gaining the Support of the Crowd -- 8.4 Appointing the D or Not? -- Choosing the Face of Diversity and Inclusion -- Avoiding the Glass Cliff of D& -- I -- The Diversity Cocktail -- References -- 9: #ImperativeConditionsOfChange: What Are the Critical Success Factors? -- 9.1 Of Leadership and Culture: The Path to Inclusiveness -- Five Steps to Inclusivity -- 9.2 The Three Imperatives -- Imperative #1: Inclusive Leadership -- Imperative #2: A Culture of Trust -- Imperative #3: A Living Dialogue -- The Trinity of Imperatives -- References -- 10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits -- 10.1 The Effective Leader -- 10.2 Identifying Inclusive Leadership -- An Iron Fist in a Silk Glove -- Motivation and Leadership -- 10.3 Leadership by Example and Conviction: Transformational Leadership -- Conviction, Consistency and Outcome -- 10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability -- 10.5 Baby Steps to Empowerment: Participative Leadership -- Forms of Empowerment -- Inclusion and Empowerment -- 10.6 Moral Leadership -- Stoic Leadership -- References -- 11: #ClearingTheAttic: The Imperative Condition of a Trust Culture -- 11.1 Leadership and Culture -- 11.2 A Culture of Trust: Its Purpose and Character -- Trust: The Foundation of Lasting Change -- 11.3 Organisational Justice -- The Assumption of Trust -- 11.4 The Cultural Legacy of Prejudice -- Unburdening the Past -- The Fallacy of ''Cancel Culture'' -- 11.5 The Creation of Open Cultures | |
| 505 | 8 | |a Behavioural Assessment and Compensation -- The Fortiomas Behavioural Targets -- 11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink -- References -- 12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds -- 12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege -- Conversation Partners -- Natural Selection -- and Deselection -- 12.2 The Foundations of Dialogue: Communication -- Theory U and the Four Levels of Listening -- 12.3 Preparing Ourselves for Dialogue -- Humility at the Root of Empathy -- Citizens of the Moment, Not the Past -- The Power of Empathy -- 12.4 The Enduring Conversation -- The Changing Conversation -- Setting the Agenda: Together -- 12.5 The Stakeholder Dialogue Process -- The Generation Gap -- Stakeholder Management -- The Work Has Just Begun -- References -- 13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground -- 13.1 Organising for Dialogue -- Combining Empathy and Collegiality -- Scenario Training -- 13.2 The Meeting Place -- Employee Resource Groups -- 13.3 Online Forums: Their Shapes and Sizes -- Internal Communications -- Intranet and Social Media -- 13.4 The Elephant in the Room: We Are Human After All -- Part One: We Are Lazy -- Part Two: We Are Emotional -- Motivating a Change of Mind -- Words Matter Along with the Rest -- 13.5 Authenticity Matters -- The Full Package -- References -- Part IV: The Governance of D& -- I: Best Practice Standards -- 14: #InclusiveGovernance: Making It Happen -- 14.1 The Governance of Culture Change: Positioning the D& -- I Function -- The Central Role of Boardroom Leadership -- Board Delegation of Authority -- The Chief Executive Officer -- Executive Duties -- Board Delegation of Mandate -- 14.2 Diversity and Inclusion as a Control Function -- The ''Three Lines of Defence'' | |
| 505 | 8 | |a Reporting Lines: First Line of Defence -- Reporting Lines: The Second Line of Defence -- Reporting Lines: The Third Line of Defence -- 14.3 Ensuring the Independence of Internal Control Functions -- The Reality of the Remote Diversity and Inclusion Officer -- Reporting Lines of the Diversity and Inclusion Function -- Of Sticks and Carrots -- References -- 15: #InclusionMetrics: Defining Success of Diversity and Inclusion -- 15.1 Getting Past Blinkered Vision: Or Blinded by Numbers? -- Creating a Social Accounting Database -- 15.2 Basic Diversity and Inclusion Reporting -- The Exit Interview Unmined -- Raiding the Risk Management Archives -- 15.3 Cultural Diagnostic Tools -- The Inclusion Culture Niche? -- 15.4 Social Listening: Opportunity or Threat? -- The Follow-Up -- 15.5 Monitoring Working-from-Home and Remote Locations -- Reinforcing Virtual Inclusion -- 15.6 Putting the Horse Before the Cart: The Role of Reporting Formats -- 15.7 Success: You Know It When You See It -- References -- 16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm -- 16.1 Leadership in a Leaderless World -- Beyond the Firm -- 16.2 The Case Studies -- Case Study One: Microsoft -- Microsoft Culture -- On Culture Change -- Minority Representation in the Workforce -- The Microsoft Ecosystem -- Strengthening Communities -- Education -- Social Justice -- Charity Begins at Home -- Case Study Two: EY USA -- Do as I Say -- Nine Inclusive Steps -- EY in the Real World of #BLM -- 16.3 Case Study Conclusions and Comparison -- Of Head and Heart -- 16.4 Be the Change: Ask Not of Others What to Do -- Beyond Performance Indicators -- References -- 17: #BestPracticeStandards: From Compliance to Culture -- 17.1 The Role of Business Standards -- NB. Certification Is Not the Answer -- 17.2 ISO Standard 30415: Human Resource Management-Diversity and Inclusion | |
| 505 | 8 | |a ISO 30415:2021 Operational Contents | |
| 650 | 4 | |a Corporate culture | |
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| author | Smith-Meyer, Anthony |
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| author_variant | a s m asm |
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| contents | Intro -- Foreword -- Preface -- Acknowledgements -- About the Author -- About the Consulting Editor: Dr Doyin Atewologun -- Introduction -- The Constant Struggle -- Turning the Tide -- Sidenote on Terminology -- Contents -- Part I: Of Diversity and Discrimination -- 1: #TheSinsOfOurFathers -- 1.1 Is the World Your Oyster? Discovering Discrimination -- 1.2 Uniqueness: Discovering Inclusion -- 1.3 Diversity: The Good and the Difficult -- Square Pegs in Round Holes -- What Is the Problem? -- 1.4 The Identity Tension: Identities and Society -- 1.5 Choosing Diversity: Choosing Destiny -- The Organisational Opportunity -- Those Who Dare, Win -- Organising for Conflict -- From Algorithm to Compassion -- References -- 2: #TimesOfChange: Where Are We Now? -- 2.1 Things Are Getting Worse, Not Better -- Force and Counter-Force -- 2.2 Society, Organisations and Leadership -- 2.3 Opening Doors to Diversity -- The Merit Aristocracy -- Life on the Career Ladder -- References -- 3: #DiversityRocks: Why Do We Care? -- 3.1 Diversity and Inclusion: Two Words, Two Concepts -- Diversity and Inclusion: Go Together Like a Horse and Carriage -- 3.2 ''Time to Change Course, Captain'': Introducing Change -- To Rock the Boat or Not -- 3.3 Citizenship But for Whom? -- Better Safe Than Sorry? -- 3.4 Forces for D& -- I: The Focus on Change -- Times -- They Are a-Changing -- References -- Part II: Identifying the Scale of the Challenge -- 4: BirdsOfaFeatherFlockTogether: Living Apart Together -- 4.1 The Barriers That Separate Us: See, Hear and Speak No Evil -- The Communication Barrier -- Social Perception and Information Processing -- 4.2 The Dual Forces of Exclusion -- In the Blue Corner -- In the Red Corner -- 4.3 The Curse of History: The Narrative of Legacy -- 4.4 A Question of Trust and the Fear of Strangers -- People Like Us -- 4.5 If You Can't Beat Them, Join Them Integration and Adaption -- The Bribe -- The Metachrosis Effect -- My Avatar and I -- The Bind of Intersectional Discrimination -- 4.6 Light at the End of the Tunnel -- References -- 5: #BreakingTheMould: Why Traditional D& -- I Programmes Fail -- 5.1 The Tyranny of the Unconscious Mind -- When D& -- I Programmes Fail -- 5.2 First, Tentative Words and the Open Mind -- Charting a New Course -- Education and the Marley Hypothesis -- 5.3 D Just Another Risk? -- D& -- I Policy -- Diversity Recruitment: Risk, Reward, and Making Waves -- The Inclusive Self or Not -- 5.4 Culture Change: A Human Affair -- Walking the Talk -- The Power of Networks -- It Is a Full-Time Occupation -- References -- Part III: Campaigning for Change -- 6: #CultureChange: What It Is and How It Works -- 6.1 What Is Organisational Culture? -- Levels of Cultural Maturity -- The Power of Culture -- The Culture Cycle -- 6.2 On Compliance and Culture -- 6.3 Defining Strategic Culture -- From Chaos to Performance -- The Role Model Organisation -- 6.4 Culture Change: No Small Task -- The Dismantling of Legacy -- Manifestations of Culture: Ghosts of the Past or Visions of the Future? -- 6.5 Pillars of Organisational Culture: The Ground Rules for Change -- The Inclusive Culture -- Academic Coat Hooks -- References -- 7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change -- 7.1 The Nature of Conflict: For Better or Worse -- Functional Conflict and Diversity -- 7.2 The Trust Antidote: Generating Collaboration Through Dialogue -- Hitching the Charrette to a Horse Called Purpose -- 7.3 The Politics of Influence and Power -- 7.4 The Management of Influence and Power: The Alignment of Objectives -- Influencing Networks -- 7.5 It Is Not What You Say, It Is How You Say It -- Preparing the Campaign -- 7.6 Know the Terrain: Choosing Messengers Wisely -- References 8: #OfficePolitics2: Marketing the Change -- 8.1 The Tools of Persuasion -- Incentives and Disincentives -- A Bird in the Hand Is Better Than Two in the Bush -- 8.2 Social Networks for Change -- The Chains That Bind Us -- Bridging the Divide -- Linking Potential -- 8.3 Spheres of Influence: Empowering the Messengers -- Tooling Up the Ambassadors -- Gaining the Support of the Crowd -- 8.4 Appointing the D or Not? -- Choosing the Face of Diversity and Inclusion -- Avoiding the Glass Cliff of D& -- I -- The Diversity Cocktail -- References -- 9: #ImperativeConditionsOfChange: What Are the Critical Success Factors? -- 9.1 Of Leadership and Culture: The Path to Inclusiveness -- Five Steps to Inclusivity -- 9.2 The Three Imperatives -- Imperative #1: Inclusive Leadership -- Imperative #2: A Culture of Trust -- Imperative #3: A Living Dialogue -- The Trinity of Imperatives -- References -- 10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits -- 10.1 The Effective Leader -- 10.2 Identifying Inclusive Leadership -- An Iron Fist in a Silk Glove -- Motivation and Leadership -- 10.3 Leadership by Example and Conviction: Transformational Leadership -- Conviction, Consistency and Outcome -- 10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability -- 10.5 Baby Steps to Empowerment: Participative Leadership -- Forms of Empowerment -- Inclusion and Empowerment -- 10.6 Moral Leadership -- Stoic Leadership -- References -- 11: #ClearingTheAttic: The Imperative Condition of a Trust Culture -- 11.1 Leadership and Culture -- 11.2 A Culture of Trust: Its Purpose and Character -- Trust: The Foundation of Lasting Change -- 11.3 Organisational Justice -- The Assumption of Trust -- 11.4 The Cultural Legacy of Prejudice -- Unburdening the Past -- The Fallacy of ''Cancel Culture'' -- 11.5 The Creation of Open Cultures Behavioural Assessment and Compensation -- The Fortiomas Behavioural Targets -- 11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink -- References -- 12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds -- 12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege -- Conversation Partners -- Natural Selection -- and Deselection -- 12.2 The Foundations of Dialogue: Communication -- Theory U and the Four Levels of Listening -- 12.3 Preparing Ourselves for Dialogue -- Humility at the Root of Empathy -- Citizens of the Moment, Not the Past -- The Power of Empathy -- 12.4 The Enduring Conversation -- The Changing Conversation -- Setting the Agenda: Together -- 12.5 The Stakeholder Dialogue Process -- The Generation Gap -- Stakeholder Management -- The Work Has Just Begun -- References -- 13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground -- 13.1 Organising for Dialogue -- Combining Empathy and Collegiality -- Scenario Training -- 13.2 The Meeting Place -- Employee Resource Groups -- 13.3 Online Forums: Their Shapes and Sizes -- Internal Communications -- Intranet and Social Media -- 13.4 The Elephant in the Room: We Are Human After All -- Part One: We Are Lazy -- Part Two: We Are Emotional -- Motivating a Change of Mind -- Words Matter Along with the Rest -- 13.5 Authenticity Matters -- The Full Package -- References -- Part IV: The Governance of D& -- I: Best Practice Standards -- 14: #InclusiveGovernance: Making It Happen -- 14.1 The Governance of Culture Change: Positioning the D& -- I Function -- The Central Role of Boardroom Leadership -- Board Delegation of Authority -- The Chief Executive Officer -- Executive Duties -- Board Delegation of Mandate -- 14.2 Diversity and Inclusion as a Control Function -- The ''Three Lines of Defence'' Reporting Lines: First Line of Defence -- Reporting Lines: The Second Line of Defence -- Reporting Lines: The Third Line of Defence -- 14.3 Ensuring the Independence of Internal Control Functions -- The Reality of the Remote Diversity and Inclusion Officer -- Reporting Lines of the Diversity and Inclusion Function -- Of Sticks and Carrots -- References -- 15: #InclusionMetrics: Defining Success of Diversity and Inclusion -- 15.1 Getting Past Blinkered Vision: Or Blinded by Numbers? -- Creating a Social Accounting Database -- 15.2 Basic Diversity and Inclusion Reporting -- The Exit Interview Unmined -- Raiding the Risk Management Archives -- 15.3 Cultural Diagnostic Tools -- The Inclusion Culture Niche? -- 15.4 Social Listening: Opportunity or Threat? -- The Follow-Up -- 15.5 Monitoring Working-from-Home and Remote Locations -- Reinforcing Virtual Inclusion -- 15.6 Putting the Horse Before the Cart: The Role of Reporting Formats -- 15.7 Success: You Know It When You See It -- References -- 16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm -- 16.1 Leadership in a Leaderless World -- Beyond the Firm -- 16.2 The Case Studies -- Case Study One: Microsoft -- Microsoft Culture -- On Culture Change -- Minority Representation in the Workforce -- The Microsoft Ecosystem -- Strengthening Communities -- Education -- Social Justice -- Charity Begins at Home -- Case Study Two: EY USA -- Do as I Say -- Nine Inclusive Steps -- EY in the Real World of #BLM -- 16.3 Case Study Conclusions and Comparison -- Of Head and Heart -- 16.4 Be the Change: Ask Not of Others What to Do -- Beyond Performance Indicators -- References -- 17: #BestPracticeStandards: From Compliance to Culture -- 17.1 The Role of Business Standards -- NB. Certification Is Not the Answer -- 17.2 ISO Standard 30415: Human Resource Management-Diversity and Inclusion ISO 30415:2021 Operational Contents |
| ctrlnum | (ZDB-30-PQE)EBC7102069 (ZDB-30-PAD)EBC7102069 (ZDB-89-EBL)EBL7102069 (OCoLC)1347460305 (DE-599)BVBBV049408639 |
| dewey-full | 658.3008 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3008 |
| dewey-search | 658.3008 |
| dewey-sort | 3658.3008 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Discovering Discrimination -- 1.2 Uniqueness: Discovering Inclusion -- 1.3 Diversity: The Good and the Difficult -- Square Pegs in Round Holes -- What Is the Problem? -- 1.4 The Identity Tension: Identities and Society -- 1.5 Choosing Diversity: Choosing Destiny -- The Organisational Opportunity -- Those Who Dare, Win -- Organising for Conflict -- From Algorithm to Compassion -- References -- 2: #TimesOfChange: Where Are We Now? -- 2.1 Things Are Getting Worse, Not Better -- Force and Counter-Force -- 2.2 Society, Organisations and Leadership -- 2.3 Opening Doors to Diversity -- The Merit Aristocracy -- Life on the Career Ladder -- References -- 3: #DiversityRocks: Why Do We Care? -- 3.1 Diversity and Inclusion: Two Words, Two Concepts -- Diversity and Inclusion: Go Together Like a Horse and Carriage -- 3.2 ''Time to Change Course, Captain'': Introducing Change -- To Rock the Boat or Not -- 3.3 Citizenship But for Whom? -- Better Safe Than Sorry? -- 3.4 Forces for D&amp -- I: The Focus on Change -- Times -- They Are a-Changing -- References -- Part II: Identifying the Scale of the Challenge -- 4: BirdsOfaFeatherFlockTogether: Living Apart Together -- 4.1 The Barriers That Separate Us: See, Hear and Speak No Evil -- The Communication Barrier -- Social Perception and Information Processing -- 4.2 The Dual Forces of Exclusion -- In the Blue Corner -- In the Red Corner -- 4.3 The Curse of History: The Narrative of Legacy -- 4.4 A Question of Trust and the Fear of Strangers -- People Like Us -- 4.5 If You Can't Beat Them, Join Them</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Integration and Adaption -- The Bribe -- The Metachrosis Effect -- My Avatar and I -- The Bind of Intersectional Discrimination -- 4.6 Light at the End of the Tunnel -- References -- 5: #BreakingTheMould: Why Traditional D&amp -- I Programmes Fail -- 5.1 The Tyranny of the Unconscious Mind -- When D&amp -- I Programmes Fail -- 5.2 First, Tentative Words and the Open Mind -- Charting a New Course -- Education and the Marley Hypothesis -- 5.3 D Just Another Risk? -- D&amp -- I Policy -- Diversity Recruitment: Risk, Reward, and Making Waves -- The Inclusive Self or Not -- 5.4 Culture Change: A Human Affair -- Walking the Talk -- The Power of Networks -- It Is a Full-Time Occupation -- References -- Part III: Campaigning for Change -- 6: #CultureChange: What It Is and How It Works -- 6.1 What Is Organisational Culture? -- Levels of Cultural Maturity -- The Power of Culture -- The Culture Cycle -- 6.2 On Compliance and Culture -- 6.3 Defining Strategic Culture -- From Chaos to Performance -- The Role Model Organisation -- 6.4 Culture Change: No Small Task -- The Dismantling of Legacy -- Manifestations of Culture: Ghosts of the Past or Visions of the Future? -- 6.5 Pillars of Organisational Culture: The Ground Rules for Change -- The Inclusive Culture -- Academic Coat Hooks -- References -- 7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change -- 7.1 The Nature of Conflict: For Better or Worse -- Functional Conflict and Diversity -- 7.2 The Trust Antidote: Generating Collaboration Through Dialogue -- Hitching the Charrette to a Horse Called Purpose -- 7.3 The Politics of Influence and Power -- 7.4 The Management of Influence and Power: The Alignment of Objectives -- Influencing Networks -- 7.5 It Is Not What You Say, It Is How You Say It -- Preparing the Campaign -- 7.6 Know the Terrain: Choosing Messengers Wisely -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">8: #OfficePolitics2: Marketing the Change -- 8.1 The Tools of Persuasion -- Incentives and Disincentives -- A Bird in the Hand Is Better Than Two in the Bush -- 8.2 Social Networks for Change -- The Chains That Bind Us -- Bridging the Divide -- Linking Potential -- 8.3 Spheres of Influence: Empowering the Messengers -- Tooling Up the Ambassadors -- Gaining the Support of the Crowd -- 8.4 Appointing the D or Not? -- Choosing the Face of Diversity and Inclusion -- Avoiding the Glass Cliff of D&amp -- I -- The Diversity Cocktail -- References -- 9: #ImperativeConditionsOfChange: What Are the Critical Success Factors? -- 9.1 Of Leadership and Culture: The Path to Inclusiveness -- Five Steps to Inclusivity -- 9.2 The Three Imperatives -- Imperative #1: Inclusive Leadership -- Imperative #2: A Culture of Trust -- Imperative #3: A Living Dialogue -- The Trinity of Imperatives -- References -- 10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits -- 10.1 The Effective Leader -- 10.2 Identifying Inclusive Leadership -- An Iron Fist in a Silk Glove -- Motivation and Leadership -- 10.3 Leadership by Example and Conviction: Transformational Leadership -- Conviction, Consistency and Outcome -- 10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability -- 10.5 Baby Steps to Empowerment: Participative Leadership -- Forms of Empowerment -- Inclusion and Empowerment -- 10.6 Moral Leadership -- Stoic Leadership -- References -- 11: #ClearingTheAttic: The Imperative Condition of a Trust Culture -- 11.1 Leadership and Culture -- 11.2 A Culture of Trust: Its Purpose and Character -- Trust: The Foundation of Lasting Change -- 11.3 Organisational Justice -- The Assumption of Trust -- 11.4 The Cultural Legacy of Prejudice -- Unburdening the Past -- The Fallacy of ''Cancel Culture'' -- 11.5 The Creation of Open Cultures</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Behavioural Assessment and Compensation -- The Fortiomas Behavioural Targets -- 11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink -- References -- 12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds -- 12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege -- Conversation Partners -- Natural Selection -- and Deselection -- 12.2 The Foundations of Dialogue: Communication -- Theory U and the Four Levels of Listening -- 12.3 Preparing Ourselves for Dialogue -- Humility at the Root of Empathy -- Citizens of the Moment, Not the Past -- The Power of Empathy -- 12.4 The Enduring Conversation -- The Changing Conversation -- Setting the Agenda: Together -- 12.5 The Stakeholder Dialogue Process -- The Generation Gap -- Stakeholder Management -- The Work Has Just Begun -- References -- 13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground -- 13.1 Organising for Dialogue -- Combining Empathy and Collegiality -- Scenario Training -- 13.2 The Meeting Place -- Employee Resource Groups -- 13.3 Online Forums: Their Shapes and Sizes -- Internal Communications -- Intranet and Social Media -- 13.4 The Elephant in the Room: We Are Human After All -- Part One: We Are Lazy -- Part Two: We Are Emotional -- Motivating a Change of Mind -- Words Matter Along with the Rest -- 13.5 Authenticity Matters -- The Full Package -- References -- Part IV: The Governance of D&amp -- I: Best Practice Standards -- 14: #InclusiveGovernance: Making It Happen -- 14.1 The Governance of Culture Change: Positioning the D&amp -- I Function -- The Central Role of Boardroom Leadership -- Board Delegation of Authority -- The Chief Executive Officer -- Executive Duties -- Board Delegation of Mandate -- 14.2 Diversity and Inclusion as a Control Function -- The ''Three Lines of Defence''</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Reporting Lines: First Line of Defence -- Reporting Lines: The Second Line of Defence -- Reporting Lines: The Third Line of Defence -- 14.3 Ensuring the Independence of Internal Control Functions -- The Reality of the Remote Diversity and Inclusion Officer -- Reporting Lines of the Diversity and Inclusion Function -- Of Sticks and Carrots -- References -- 15: #InclusionMetrics: Defining Success of Diversity and Inclusion -- 15.1 Getting Past Blinkered Vision: Or Blinded by Numbers? -- Creating a Social Accounting Database -- 15.2 Basic Diversity and Inclusion Reporting -- The Exit Interview Unmined -- Raiding the Risk Management Archives -- 15.3 Cultural Diagnostic Tools -- The Inclusion Culture Niche? -- 15.4 Social Listening: Opportunity or Threat? -- The Follow-Up -- 15.5 Monitoring Working-from-Home and Remote Locations -- Reinforcing Virtual Inclusion -- 15.6 Putting the Horse Before the Cart: The Role of Reporting Formats -- 15.7 Success: You Know It When You See It -- References -- 16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm -- 16.1 Leadership in a Leaderless World -- Beyond the Firm -- 16.2 The Case Studies -- Case Study One: Microsoft -- Microsoft Culture -- On Culture Change -- Minority Representation in the Workforce -- The Microsoft Ecosystem -- Strengthening Communities -- Education -- Social Justice -- Charity Begins at Home -- Case Study Two: EY USA -- Do as I Say -- Nine Inclusive Steps -- EY in the Real World of #BLM -- 16.3 Case Study Conclusions and Comparison -- Of Head and Heart -- 16.4 Be the Change: Ask Not of Others What to Do -- Beyond Performance Indicators -- References -- 17: #BestPracticeStandards: From Compliance to Culture -- 17.1 The Role of Business Standards -- NB. 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| id | DE-604.BV049408639 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:05:37Z |
| indexdate | 2024-10-21T10:01:12Z |
| institution | BVB |
| isbn | 9783031104022 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034735723 |
| oclc_num | 1347460305 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (290 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Diversity and Inclusion Research Series |
| spelling | Smith-Meyer, Anthony Verfasser aut Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World 1st ed Cham Springer International Publishing AG 2022 ©2022 1 Online-Ressource (290 Seiten) txt rdacontent c rdamedia cr rdacarrier Diversity and Inclusion Research Series Description based on publisher supplied metadata and other sources Intro -- Foreword -- Preface -- Acknowledgements -- About the Author -- About the Consulting Editor: Dr Doyin Atewologun -- Introduction -- The Constant Struggle -- Turning the Tide -- Sidenote on Terminology -- Contents -- Part I: Of Diversity and Discrimination -- 1: #TheSinsOfOurFathers -- 1.1 Is the World Your Oyster? Discovering Discrimination -- 1.2 Uniqueness: Discovering Inclusion -- 1.3 Diversity: The Good and the Difficult -- Square Pegs in Round Holes -- What Is the Problem? -- 1.4 The Identity Tension: Identities and Society -- 1.5 Choosing Diversity: Choosing Destiny -- The Organisational Opportunity -- Those Who Dare, Win -- Organising for Conflict -- From Algorithm to Compassion -- References -- 2: #TimesOfChange: Where Are We Now? -- 2.1 Things Are Getting Worse, Not Better -- Force and Counter-Force -- 2.2 Society, Organisations and Leadership -- 2.3 Opening Doors to Diversity -- The Merit Aristocracy -- Life on the Career Ladder -- References -- 3: #DiversityRocks: Why Do We Care? -- 3.1 Diversity and Inclusion: Two Words, Two Concepts -- Diversity and Inclusion: Go Together Like a Horse and Carriage -- 3.2 ''Time to Change Course, Captain'': Introducing Change -- To Rock the Boat or Not -- 3.3 Citizenship But for Whom? -- Better Safe Than Sorry? -- 3.4 Forces for D& -- I: The Focus on Change -- Times -- They Are a-Changing -- References -- Part II: Identifying the Scale of the Challenge -- 4: BirdsOfaFeatherFlockTogether: Living Apart Together -- 4.1 The Barriers That Separate Us: See, Hear and Speak No Evil -- The Communication Barrier -- Social Perception and Information Processing -- 4.2 The Dual Forces of Exclusion -- In the Blue Corner -- In the Red Corner -- 4.3 The Curse of History: The Narrative of Legacy -- 4.4 A Question of Trust and the Fear of Strangers -- People Like Us -- 4.5 If You Can't Beat Them, Join Them Integration and Adaption -- The Bribe -- The Metachrosis Effect -- My Avatar and I -- The Bind of Intersectional Discrimination -- 4.6 Light at the End of the Tunnel -- References -- 5: #BreakingTheMould: Why Traditional D& -- I Programmes Fail -- 5.1 The Tyranny of the Unconscious Mind -- When D& -- I Programmes Fail -- 5.2 First, Tentative Words and the Open Mind -- Charting a New Course -- Education and the Marley Hypothesis -- 5.3 D Just Another Risk? -- D& -- I Policy -- Diversity Recruitment: Risk, Reward, and Making Waves -- The Inclusive Self or Not -- 5.4 Culture Change: A Human Affair -- Walking the Talk -- The Power of Networks -- It Is a Full-Time Occupation -- References -- Part III: Campaigning for Change -- 6: #CultureChange: What It Is and How It Works -- 6.1 What Is Organisational Culture? -- Levels of Cultural Maturity -- The Power of Culture -- The Culture Cycle -- 6.2 On Compliance and Culture -- 6.3 Defining Strategic Culture -- From Chaos to Performance -- The Role Model Organisation -- 6.4 Culture Change: No Small Task -- The Dismantling of Legacy -- Manifestations of Culture: Ghosts of the Past or Visions of the Future? -- 6.5 Pillars of Organisational Culture: The Ground Rules for Change -- The Inclusive Culture -- Academic Coat Hooks -- References -- 7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change -- 7.1 The Nature of Conflict: For Better or Worse -- Functional Conflict and Diversity -- 7.2 The Trust Antidote: Generating Collaboration Through Dialogue -- Hitching the Charrette to a Horse Called Purpose -- 7.3 The Politics of Influence and Power -- 7.4 The Management of Influence and Power: The Alignment of Objectives -- Influencing Networks -- 7.5 It Is Not What You Say, It Is How You Say It -- Preparing the Campaign -- 7.6 Know the Terrain: Choosing Messengers Wisely -- References 8: #OfficePolitics2: Marketing the Change -- 8.1 The Tools of Persuasion -- Incentives and Disincentives -- A Bird in the Hand Is Better Than Two in the Bush -- 8.2 Social Networks for Change -- The Chains That Bind Us -- Bridging the Divide -- Linking Potential -- 8.3 Spheres of Influence: Empowering the Messengers -- Tooling Up the Ambassadors -- Gaining the Support of the Crowd -- 8.4 Appointing the D or Not? -- Choosing the Face of Diversity and Inclusion -- Avoiding the Glass Cliff of D& -- I -- The Diversity Cocktail -- References -- 9: #ImperativeConditionsOfChange: What Are the Critical Success Factors? -- 9.1 Of Leadership and Culture: The Path to Inclusiveness -- Five Steps to Inclusivity -- 9.2 The Three Imperatives -- Imperative #1: Inclusive Leadership -- Imperative #2: A Culture of Trust -- Imperative #3: A Living Dialogue -- The Trinity of Imperatives -- References -- 10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits -- 10.1 The Effective Leader -- 10.2 Identifying Inclusive Leadership -- An Iron Fist in a Silk Glove -- Motivation and Leadership -- 10.3 Leadership by Example and Conviction: Transformational Leadership -- Conviction, Consistency and Outcome -- 10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability -- 10.5 Baby Steps to Empowerment: Participative Leadership -- Forms of Empowerment -- Inclusion and Empowerment -- 10.6 Moral Leadership -- Stoic Leadership -- References -- 11: #ClearingTheAttic: The Imperative Condition of a Trust Culture -- 11.1 Leadership and Culture -- 11.2 A Culture of Trust: Its Purpose and Character -- Trust: The Foundation of Lasting Change -- 11.3 Organisational Justice -- The Assumption of Trust -- 11.4 The Cultural Legacy of Prejudice -- Unburdening the Past -- The Fallacy of ''Cancel Culture'' -- 11.5 The Creation of Open Cultures Behavioural Assessment and Compensation -- The Fortiomas Behavioural Targets -- 11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink -- References -- 12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds -- 12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege -- Conversation Partners -- Natural Selection -- and Deselection -- 12.2 The Foundations of Dialogue: Communication -- Theory U and the Four Levels of Listening -- 12.3 Preparing Ourselves for Dialogue -- Humility at the Root of Empathy -- Citizens of the Moment, Not the Past -- The Power of Empathy -- 12.4 The Enduring Conversation -- The Changing Conversation -- Setting the Agenda: Together -- 12.5 The Stakeholder Dialogue Process -- The Generation Gap -- Stakeholder Management -- The Work Has Just Begun -- References -- 13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground -- 13.1 Organising for Dialogue -- Combining Empathy and Collegiality -- Scenario Training -- 13.2 The Meeting Place -- Employee Resource Groups -- 13.3 Online Forums: Their Shapes and Sizes -- Internal Communications -- Intranet and Social Media -- 13.4 The Elephant in the Room: We Are Human After All -- Part One: We Are Lazy -- Part Two: We Are Emotional -- Motivating a Change of Mind -- Words Matter Along with the Rest -- 13.5 Authenticity Matters -- The Full Package -- References -- Part IV: The Governance of D& -- I: Best Practice Standards -- 14: #InclusiveGovernance: Making It Happen -- 14.1 The Governance of Culture Change: Positioning the D& -- I Function -- The Central Role of Boardroom Leadership -- Board Delegation of Authority -- The Chief Executive Officer -- Executive Duties -- Board Delegation of Mandate -- 14.2 Diversity and Inclusion as a Control Function -- The ''Three Lines of Defence'' Reporting Lines: First Line of Defence -- Reporting Lines: The Second Line of Defence -- Reporting Lines: The Third Line of Defence -- 14.3 Ensuring the Independence of Internal Control Functions -- The Reality of the Remote Diversity and Inclusion Officer -- Reporting Lines of the Diversity and Inclusion Function -- Of Sticks and Carrots -- References -- 15: #InclusionMetrics: Defining Success of Diversity and Inclusion -- 15.1 Getting Past Blinkered Vision: Or Blinded by Numbers? -- Creating a Social Accounting Database -- 15.2 Basic Diversity and Inclusion Reporting -- The Exit Interview Unmined -- Raiding the Risk Management Archives -- 15.3 Cultural Diagnostic Tools -- The Inclusion Culture Niche? -- 15.4 Social Listening: Opportunity or Threat? -- The Follow-Up -- 15.5 Monitoring Working-from-Home and Remote Locations -- Reinforcing Virtual Inclusion -- 15.6 Putting the Horse Before the Cart: The Role of Reporting Formats -- 15.7 Success: You Know It When You See It -- References -- 16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm -- 16.1 Leadership in a Leaderless World -- Beyond the Firm -- 16.2 The Case Studies -- Case Study One: Microsoft -- Microsoft Culture -- On Culture Change -- Minority Representation in the Workforce -- The Microsoft Ecosystem -- Strengthening Communities -- Education -- Social Justice -- Charity Begins at Home -- Case Study Two: EY USA -- Do as I Say -- Nine Inclusive Steps -- EY in the Real World of #BLM -- 16.3 Case Study Conclusions and Comparison -- Of Head and Heart -- 16.4 Be the Change: Ask Not of Others What to Do -- Beyond Performance Indicators -- References -- 17: #BestPracticeStandards: From Compliance to Culture -- 17.1 The Role of Business Standards -- NB. Certification Is Not the Answer -- 17.2 ISO Standard 30415: Human Resource Management-Diversity and Inclusion ISO 30415:2021 Operational Contents Corporate culture Erscheint auch als Druck-Ausgabe Smith-Meyer, Anthony Unlocking the Potential of Diversity in Organisations Cham : Springer International Publishing AG,c2022 9783031104015 |
| spellingShingle | Smith-Meyer, Anthony Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World Intro -- Foreword -- Preface -- Acknowledgements -- About the Author -- About the Consulting Editor: Dr Doyin Atewologun -- Introduction -- The Constant Struggle -- Turning the Tide -- Sidenote on Terminology -- Contents -- Part I: Of Diversity and Discrimination -- 1: #TheSinsOfOurFathers -- 1.1 Is the World Your Oyster? Discovering Discrimination -- 1.2 Uniqueness: Discovering Inclusion -- 1.3 Diversity: The Good and the Difficult -- Square Pegs in Round Holes -- What Is the Problem? -- 1.4 The Identity Tension: Identities and Society -- 1.5 Choosing Diversity: Choosing Destiny -- The Organisational Opportunity -- Those Who Dare, Win -- Organising for Conflict -- From Algorithm to Compassion -- References -- 2: #TimesOfChange: Where Are We Now? -- 2.1 Things Are Getting Worse, Not Better -- Force and Counter-Force -- 2.2 Society, Organisations and Leadership -- 2.3 Opening Doors to Diversity -- The Merit Aristocracy -- Life on the Career Ladder -- References -- 3: #DiversityRocks: Why Do We Care? -- 3.1 Diversity and Inclusion: Two Words, Two Concepts -- Diversity and Inclusion: Go Together Like a Horse and Carriage -- 3.2 ''Time to Change Course, Captain'': Introducing Change -- To Rock the Boat or Not -- 3.3 Citizenship But for Whom? -- Better Safe Than Sorry? -- 3.4 Forces for D& -- I: The Focus on Change -- Times -- They Are a-Changing -- References -- Part II: Identifying the Scale of the Challenge -- 4: BirdsOfaFeatherFlockTogether: Living Apart Together -- 4.1 The Barriers That Separate Us: See, Hear and Speak No Evil -- The Communication Barrier -- Social Perception and Information Processing -- 4.2 The Dual Forces of Exclusion -- In the Blue Corner -- In the Red Corner -- 4.3 The Curse of History: The Narrative of Legacy -- 4.4 A Question of Trust and the Fear of Strangers -- People Like Us -- 4.5 If You Can't Beat Them, Join Them Integration and Adaption -- The Bribe -- The Metachrosis Effect -- My Avatar and I -- The Bind of Intersectional Discrimination -- 4.6 Light at the End of the Tunnel -- References -- 5: #BreakingTheMould: Why Traditional D& -- I Programmes Fail -- 5.1 The Tyranny of the Unconscious Mind -- When D& -- I Programmes Fail -- 5.2 First, Tentative Words and the Open Mind -- Charting a New Course -- Education and the Marley Hypothesis -- 5.3 D Just Another Risk? -- D& -- I Policy -- Diversity Recruitment: Risk, Reward, and Making Waves -- The Inclusive Self or Not -- 5.4 Culture Change: A Human Affair -- Walking the Talk -- The Power of Networks -- It Is a Full-Time Occupation -- References -- Part III: Campaigning for Change -- 6: #CultureChange: What It Is and How It Works -- 6.1 What Is Organisational Culture? -- Levels of Cultural Maturity -- The Power of Culture -- The Culture Cycle -- 6.2 On Compliance and Culture -- 6.3 Defining Strategic Culture -- From Chaos to Performance -- The Role Model Organisation -- 6.4 Culture Change: No Small Task -- The Dismantling of Legacy -- Manifestations of Culture: Ghosts of the Past or Visions of the Future? -- 6.5 Pillars of Organisational Culture: The Ground Rules for Change -- The Inclusive Culture -- Academic Coat Hooks -- References -- 7: #OfficePolitics1: How Organisational Dynamics Help or Hinder Change -- 7.1 The Nature of Conflict: For Better or Worse -- Functional Conflict and Diversity -- 7.2 The Trust Antidote: Generating Collaboration Through Dialogue -- Hitching the Charrette to a Horse Called Purpose -- 7.3 The Politics of Influence and Power -- 7.4 The Management of Influence and Power: The Alignment of Objectives -- Influencing Networks -- 7.5 It Is Not What You Say, It Is How You Say It -- Preparing the Campaign -- 7.6 Know the Terrain: Choosing Messengers Wisely -- References 8: #OfficePolitics2: Marketing the Change -- 8.1 The Tools of Persuasion -- Incentives and Disincentives -- A Bird in the Hand Is Better Than Two in the Bush -- 8.2 Social Networks for Change -- The Chains That Bind Us -- Bridging the Divide -- Linking Potential -- 8.3 Spheres of Influence: Empowering the Messengers -- Tooling Up the Ambassadors -- Gaining the Support of the Crowd -- 8.4 Appointing the D or Not? -- Choosing the Face of Diversity and Inclusion -- Avoiding the Glass Cliff of D& -- I -- The Diversity Cocktail -- References -- 9: #ImperativeConditionsOfChange: What Are the Critical Success Factors? -- 9.1 Of Leadership and Culture: The Path to Inclusiveness -- Five Steps to Inclusivity -- 9.2 The Three Imperatives -- Imperative #1: Inclusive Leadership -- Imperative #2: A Culture of Trust -- Imperative #3: A Living Dialogue -- The Trinity of Imperatives -- References -- 10: #InclusiveLeadership: The Imperative Inclusive Leadership Traits -- 10.1 The Effective Leader -- 10.2 Identifying Inclusive Leadership -- An Iron Fist in a Silk Glove -- Motivation and Leadership -- 10.3 Leadership by Example and Conviction: Transformational Leadership -- Conviction, Consistency and Outcome -- 10.4 Proactive Inclusion: Walking the Tightrope of Vulnerability -- 10.5 Baby Steps to Empowerment: Participative Leadership -- Forms of Empowerment -- Inclusion and Empowerment -- 10.6 Moral Leadership -- Stoic Leadership -- References -- 11: #ClearingTheAttic: The Imperative Condition of a Trust Culture -- 11.1 Leadership and Culture -- 11.2 A Culture of Trust: Its Purpose and Character -- Trust: The Foundation of Lasting Change -- 11.3 Organisational Justice -- The Assumption of Trust -- 11.4 The Cultural Legacy of Prejudice -- Unburdening the Past -- The Fallacy of ''Cancel Culture'' -- 11.5 The Creation of Open Cultures Behavioural Assessment and Compensation -- The Fortiomas Behavioural Targets -- 11.6 You Can Lead a Horse to Water, But You Cannot Make It Drink -- References -- 12: #LivingDialogue1: The Imperative Condition of a Living Conversation-Sowing the Seeds -- 12.1 Of Headwinds and Tailwinds: The Dynamics of Privilege -- Conversation Partners -- Natural Selection -- and Deselection -- 12.2 The Foundations of Dialogue: Communication -- Theory U and the Four Levels of Listening -- 12.3 Preparing Ourselves for Dialogue -- Humility at the Root of Empathy -- Citizens of the Moment, Not the Past -- The Power of Empathy -- 12.4 The Enduring Conversation -- The Changing Conversation -- Setting the Agenda: Together -- 12.5 The Stakeholder Dialogue Process -- The Generation Gap -- Stakeholder Management -- The Work Has Just Begun -- References -- 13: #LivingDialogue2: The Imperative Condition of a Living Conversation-Cultivating the Ground -- 13.1 Organising for Dialogue -- Combining Empathy and Collegiality -- Scenario Training -- 13.2 The Meeting Place -- Employee Resource Groups -- 13.3 Online Forums: Their Shapes and Sizes -- Internal Communications -- Intranet and Social Media -- 13.4 The Elephant in the Room: We Are Human After All -- Part One: We Are Lazy -- Part Two: We Are Emotional -- Motivating a Change of Mind -- Words Matter Along with the Rest -- 13.5 Authenticity Matters -- The Full Package -- References -- Part IV: The Governance of D& -- I: Best Practice Standards -- 14: #InclusiveGovernance: Making It Happen -- 14.1 The Governance of Culture Change: Positioning the D& -- I Function -- The Central Role of Boardroom Leadership -- Board Delegation of Authority -- The Chief Executive Officer -- Executive Duties -- Board Delegation of Mandate -- 14.2 Diversity and Inclusion as a Control Function -- The ''Three Lines of Defence'' Reporting Lines: First Line of Defence -- Reporting Lines: The Second Line of Defence -- Reporting Lines: The Third Line of Defence -- 14.3 Ensuring the Independence of Internal Control Functions -- The Reality of the Remote Diversity and Inclusion Officer -- Reporting Lines of the Diversity and Inclusion Function -- Of Sticks and Carrots -- References -- 15: #InclusionMetrics: Defining Success of Diversity and Inclusion -- 15.1 Getting Past Blinkered Vision: Or Blinded by Numbers? -- Creating a Social Accounting Database -- 15.2 Basic Diversity and Inclusion Reporting -- The Exit Interview Unmined -- Raiding the Risk Management Archives -- 15.3 Cultural Diagnostic Tools -- The Inclusion Culture Niche? -- 15.4 Social Listening: Opportunity or Threat? -- The Follow-Up -- 15.5 Monitoring Working-from-Home and Remote Locations -- Reinforcing Virtual Inclusion -- 15.6 Putting the Horse Before the Cart: The Role of Reporting Formats -- 15.7 Success: You Know It When You See It -- References -- 16: #BeTheChange: Corporate Responsibility and Impact Beyond the Firm -- 16.1 Leadership in a Leaderless World -- Beyond the Firm -- 16.2 The Case Studies -- Case Study One: Microsoft -- Microsoft Culture -- On Culture Change -- Minority Representation in the Workforce -- The Microsoft Ecosystem -- Strengthening Communities -- Education -- Social Justice -- Charity Begins at Home -- Case Study Two: EY USA -- Do as I Say -- Nine Inclusive Steps -- EY in the Real World of #BLM -- 16.3 Case Study Conclusions and Comparison -- Of Head and Heart -- 16.4 Be the Change: Ask Not of Others What to Do -- Beyond Performance Indicators -- References -- 17: #BestPracticeStandards: From Compliance to Culture -- 17.1 The Role of Business Standards -- NB. Certification Is Not the Answer -- 17.2 ISO Standard 30415: Human Resource Management-Diversity and Inclusion ISO 30415:2021 Operational Contents Corporate culture |
| title | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_auth | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_exact_search | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_exact_search_txtP | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_full | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_fullStr | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_full_unstemmed | Unlocking the Potential of Diversity in Organisations The Governance of Inclusion in a Racialised World |
| title_short | Unlocking the Potential of Diversity in Organisations |
| title_sort | unlocking the potential of diversity in organisations the governance of inclusion in a racialised world |
| title_sub | The Governance of Inclusion in a Racialised World |
| topic | Corporate culture |
| topic_facet | Corporate culture |
| work_keys_str_mv | AT smithmeyeranthony unlockingthepotentialofdiversityinorganisationsthegovernanceofinclusioninaracialisedworld |