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The desired transformation, however, requires a fundamental change in the attitudes and behaviors of an organization’s leadership. Although these benefits include increased profitability, they go beyond financial measures to encompass learning, creativity, flexibility, organizational and individual growth, and the ability of a company to adjust rapidly and successfully to market changes. It is our belief that there is a distinct way to unleash the powerful benefits of a diverse workforce.
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This article offers an explanation for why diversity efforts are not fulfilling their promise and presents a new paradigm for understanding-and leveraging-diversity. Instead, many attempts to increase diversity in the workplace have backfired, sometimes even heightening tensions among employees and hindering a company’s performance. Rarely, however, have those efforts spurred leaps in organizational effectiveness. Yet if this is true-and we believe it is-where are the positive impacts of diversity? Numerous and varied initiatives to increase diversity in corporate America have been under way for more than two decades. In short, they claim, diversity will be good for business. It will lift morale, bring greater access to new segments of the marketplace, and enhance productivity. A more diverse workforce, they say, will increase organizational effectiveness. But today managers are voicing a second notion as well. Why should companies concern themselves with diversity? Until recently, many managers answered this question with the assertion that discrimination is wrong, both legally and morally. Demonstrate your commitment to diversity by acknowledging tensions-and resolving them swiftly. In diverse workforces, people share more feelings and ideas. When one firm opened its annual strategy conference to people from all hierarchy levels, everyone knew their contributions were valued.ģ.
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Eliminate all forms of dominance (by hierarchy, function, race, gender, etc.) that inhibit full contribution. Open discussion of cultural differences would engage her more fully in work and workplace relationships.Ģ. But to fit in, she avoids sharing the real source of her inspiration with her colleagues-all white men. A food company’s Chinese chemist draws on her cooking-not her scientific-experience to solve a soup-flavoring problem. Encourage open discussion of cultural backgrounds. The attorneys of color feel valued, and the firm attracts competent, diverse staff.Īdditional suggestions for achieving integration:ġ. By taking them, it begins serving more women-immigrants-and enhances the quality of its work. Since such cases didn’t fall under traditional affirmative-action work, the firm had ignored them. It hires female attorneys of color, who encourage it to pursue litigation challenging English-only policies. Example:Ī public-interest law firm’s all-white staff’s clients are exclusively white. Result? Employees’ diverse perspectives positively impact companies’ work. The integration paradigm transcends assimilation and differentiation-promoting equal opportunity and valuing cultural differences.