book

Diversity at Work: The Practice of Inclusion

by Bernardo M. Ferdman, Barbara R. Deane

November 2013

Intermediate to advanced

672 pages

17h 23m

English

Jossey-Bass

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Cover
Praise for Diversity at Work: The Practice of Inclusion
The Professional Practice Series
Series page
The Professional Practice Series
Title page
Copyright page
List of Tables, Figures, and Exhibits
TablesFiguresExhibits
Foreword
Preface and Acknowledgments
AudienceOverview of the BookAcknowledgments

The Editors
The Authors
Part One: Frameworks for Understanding Inclusion
CHAPTER ONE: The Practice of Inclusion in Diverse Organizations: Toward a Systemic and Inclusive Framework
Inclusion as the Key to Diversity's BenefitsWhat Is Inclusion? A Multilevel PerspectiveElements of Inclusion at WorkFacing the Challenges and Paradoxes of the Practice of InclusionAcknowledgments
CHAPTER TWO: Communicating About Diversity and Inclusion
The WorkResearch and Practice-Based ModelsStructure of This ChapterWhy Fact-Based Communication Is Not EnoughCommunication Based on Individual DevelopmentCommunication to Fit Organizational Stages of Development: A Generic Organization Development Diversity and Inclusion ModelCommunication Addressing Facts, Feelings, and BehaviorsConclusion
Part Two: Individual and Interpersonal Perspectives and Practices
CHAPTER THREE: Creating Inclusion for Oneself: Knowing, Accepting, and Expressing One's Whole Self at Work
Embracing Our Multiple Identities: The Foundation of InclusionViews of the “Self”Bringing One's Whole Self to Work: What Do We Mean and Why Does It Matter?Toward Integration: Dilemmas and Challenges
CHAPTER FOUR: Strengthening Interpersonal Awareness and Fostering Relational Eloquence
Communicating in Global ContextFrameworks and Models That Support Interpersonal Practices for InclusionSummary
CHAPTER FIVE: Intercultural Competence: Vital Perspectives for Diversity and Inclusion
DefinitionsIntercultural CompetenceChallenges and Opportunities in Integrating Intercultural and InclusionTraining and Development of Intercultural Competence
CHAPTER SIX: The Work of Inclusive Leadership: Fostering Authentic Relationships, Modeling Courage and Humility
The Role of Leaders in Fostering Inclusive CulturesManifestations of Inclusive Leadership at Multiple Levels of SystemPractices That Support Inclusive LeadershipBehavioral Manifestations of Inclusive LeadershipConclusion
Part Three: Organizational and Societal Perspectives and Practices
CHAPTER SEVEN: From Diversity to Inclusion: An Inclusion Equation
Distinguishing Inclusion from DiversityInclusion Is Harder to Achieve Than DiversityDeveloping Sustainable, Inclusive Organizational Cultures: The Inclusion EquationSummary
CHAPTER EIGHT: Inclusive Human Resource Management: Best Practices and the Changing Role of Human Resources
From Diversity to InclusionStructure and CultureBest PracticesPersistent Problems, Potential SolutionsFuture Directions in Inclusive HR PracticesChanging Focus Changes HR
CHAPTER NINE: Inclusive Organization Development: An Integration of Two Disciplines
IntroductionThe Inclusive OD ParadoxIntegrating Diversity and Inclusion into Key Organization Development ProcessesThe Challenges of Doing Inclusive Organization DevelopmentConclusion
CHAPTER TEN: The Development of Inclusive Leadership Practice and Processes
Inclusion, Inclusive Workplaces, and Inclusive LeadershipInclusive Leadership and Leadership DevelopmentHow to Fully Take Account of Inclusion in Leadership Development SystemsA Process Model for Inclusive Leadership DevelopmentConclusion
CHAPTER ELEVEN: Creating Inclusive Climates in Diverse Organizations
Climate for Inclusion DefinedOrganizational Change Efforts to Become More InclusiveConclusion
CHAPTER TWELVE: Models of Global Diversity Management
Concluding Remarks and the Purpose of D&I Models
CHAPTER THIRTEEN: Fostering Inclusion from the Inside Out to Create an Inclusive Workplace: Corporate and Organizational Efforts in the Community and the Global Society
The Inclusive Workplace: Community and Society as True StakeholdersExpanding Inclusion Beyond the Traditional Corporate WallsA Proposed Three-Stage Continuum of Practices: From Philanthropy Through CSR to Corporate Inclusion StrategyThe Inclusive Workplace Model in Practice: Global Examples of Corporate Inclusion StrategyConclusion and Implications for Organizational Practice
Part Four: Key Application Issues and Domains
CHAPTER FOURTEEN: Global Benchmarks for Diversity and Inclusion
How the Global Benchmarks Were DevelopedBreadth and Depth of Effective Inclusion WorkSamples of Global Diversity and Inclusion BenchmarksHow to Use GDIBConclusion
CHAPTER FIFTEEN: The Chief Diversity Officer's View of the Diversity and Inclusion Journey at Weyerhaeuser
Organizational Background: Context for the ChangeWhat Was Done: The Change Management ProcessWeyerhaeuser's Strategic Framework for ChangeInclusive Leadership: Twenty-First-Century StrategyIn Summary
CHAPTER SIXTEEN: Creating Diverse and Inclusive Colleges and Universities
DefinitionsA Brief History of Diversity and Inclusion in Higher EducationFour Key Components of Diversity and InclusionInstitutional CommitmentKey Issues in Diversity and Inclusion in Higher Education in the Next DecadeConclusion
CHAPTER SEVENTEEN: Fostering Inclusion from the Outside In: Engaging Diverse Citizens in Dialogue and Decision Making
Examples of Dialogue and DeliberationAmericaSpeaks MeetingsStart with an Inclusive Recruitment ProcessTo Ensure Inclusive Decision Making, Meetings Require Conscious DesignKey Principles of a 21st Century Town MeetingOutcomes of 21st Century Town MeetingsFrom the Outside In: Implications for Other Organizations
CHAPTER EIGHTEEN: Building a Culture of Inclusion: The Case of UNAIDS
Introducing UNAIDSModel of InclusionChallenges and Solutions: Inclusion at UNAIDSLessons LearnedUpdate
CHAPTER NINETEEN: Inclusion at Societal Fault Lines: Aboriginal Peoples of Australia
IntroductionCase Study: Rio Tinto Iron OreConclusion
Part Five: Moving Forward
CHAPTER TWENTY: Inclusion as a Transformational Diversity and Business Strategy
What Needs to Be Either Present or Put in Place to Create InclusionObservations in the Field of Diversity and InclusionWhy We Have Not Made More Progress on Inclusion in CorporationsRecommendations for Moving Forward
CHAPTER TWENTY-ONE: An I/O Psychologist's Perspective on Diversity and Inclusion in the Workplace
The Contents of This VolumeWhat Does an I/O Psychologist Make of This?What Can I/O Psychologists Contribute to This Issue?
CHAPTER TWENTY-TWO: Inclusion: Old Wine in New Bottles?
Historical Evolution of Approaches to Managing Diversity in the WorkplaceThe Inclusion ParadigmConclusion
CHAPTER TWENTY-THREE: Practicing Inclusion: Looking Back and Looking Ahead
The Practice of Inclusion: What Have We Learned?Questions for the Future
Name Index
Subject Index

Content preview from Diversity at Work: The Practice of Inclusion

CHAPTER EIGHTEEN

Building a Culture of Inclusion: The Case of UNAIDS

Alan Richter

This chapter examines the ways in which a particular organization, UNAIDS, has worked on building a culture of inclusion in their workplace and in society at large wherever they operate. UNAIDS is a unique organization in many ways, but it is also part of the broad range of international public-sector organizations that by definition have international workforces and thereby have intercultural and diversity challenges.

I was the consultant hired by UNAIDS to assist in the creation of its new Diversity and Inclusion Policy, having previously delivered global diversity training and train-the-trainer sessions for the organization. I had been doing similar training ...

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Diversity at Work: The Practice of Inclusion

by Bernardo M. Ferdman, Barbara R. Deane

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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