Kooperativer Bibliotheksverbund

UID:

Format: 1 Online-Ressource(XXXI, 270 p. 23 illus. in color.)

Edition: 1st ed. 2022.

ISBN: 9783031104022

Series Statement: Diversity and Inclusion Research

Content: Part I. Of Diversity and Discrimination -- Chapter 1. The Sins of Our Fathers -- Chapter 2. Times of Change – Where Are We Now? -- Chapter 3. Diversity Rocks – Why Do We Care? -- Part II. Identifying the Scale of the Challenge -- Chapter 4. Birds of a Feather Flock Together – Living Apart Together -- Chapter 5. Breaking the Mould – Why Traditional D&I Programmes Fail -- Part III. Campaigning for Change -- Chapter 6. Culture Change – What It Is and How It Works -- Chapter 7. Office Politics – How Organisational Dynamics Help or Hinder Change -- Chapter 8. Office Politics – Marketing the Change -- Chapter 9. Imperative Conditions of Change – What Are the Critical Success Factors? -- Chapter 10. Inclusive Leadership – the Imperative Inclusive Leadership Traits -- Chapter 11. Clearing the Attic – the Imperative Condition of a Trust Culture -- Chapter 12. Living Dialogue – the Imperative Condition of a Living Conversation -- Chapter 13. Living Dialogue – the Imperative Condition of a Living Conversation -- Part IV. The Governance of D&I – Best Practice Standards -- Chapter 14. Inclusive Governance – Making It Happen -- Chapter 15. Inclusion Metrics – Defining Success of Diversity & Inclusion -- Chapter 16. Be the Change - Corporate Responsibility and Impact Beyond the Firm -- Chapter 17. Best Practice Standards – From Compliance to Culture -- Chapter 18. Conclusion.

Content: This book seeks to explain the nature of discrimination and exclusion and why these are so prevalent in our societies. The continued failure to overcome these obstacles prevent organisations from taking advantage of the significant benefits and returns that come from being inclusive in the face of diversity. It explores the key drivers of non-inclusive behavior and how they can be countered before providing guidance on how organisations can successfully pursue inclusive culture change. With a mix of applied academic theory, practical examples and real-world experiences, the book examines the topic of D&I from four perspectives: (I) Why diversity and inclusion matters. (II) The forces of exclusion and isolation. (III)The imperative conditions of change. (IV)The organisation of the culture transformation process. In doing so, the book meets the diverse needs of those involved in corporate governance, board members, executives, and even consultants who want to understand the intricacies of cultural diversity and inclusion and why so many programmes fail. For academics in organisational behavior, equity, diversity, and inclusion, trained in the social sciences and anthropology, the book offers a guide to the practical application of theory and the implementation of policies that cannot rely on the assumption of stability and consistency. This book is an invitation to anyone who wants to take on the challenge of making a difference and organisational change a reality.

Additional Edition: ISBN 9783031104015

Additional Edition: ISBN 9783031104039

Additional Edition: ISBN 9783031104046

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 9783031104015

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 9783031104039

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 9783031104046

Language: English

DOI: 10.1007/978-3-031-10402-2

URL: lizenzpflichtig

UID:

Format: 1 Online-Ressource (290 Seiten)

Edition: 1st ed

ISBN: 9783031104022

Series Statement: Diversity and Inclusion Research Series

Note: 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

Additional Edition: Erscheint auch als Druck-Ausgabe Smith-Meyer, Anthony Unlocking the Potential of Diversity in Organisations Cham : Springer International Publishing AG,c2022 ISBN 9783031104015

Language: English

UID:

Format: 1 Online-Ressource (XXXI, 270 p. 23 illus. in color).

Edition: 1st ed. 2022

ISBN: 978-3-031-10402-2

Series Statement: Diversity and Inclusion Research

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10401-5

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10403-9

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10404-6

Language: English

DOI: 10.1007/978-3-031-10402-2

URL: Volltext  (URL des Erstveröffentlichers)

UID:

Format: 1 Online-Ressource (XXXI, 270 p. 23 illus. in color).

Edition: 1st ed. 2022

ISBN: 978-3-031-10402-2

Series Statement: Diversity and Inclusion Research

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10401-5

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10403-9

Additional Edition: Erscheint auch als Druck-Ausgabe ISBN 978-3-031-10404-6

Language: English

DOI: 10.1007/978-3-031-10402-2

URL: Volltext  (URL des Erstveröffentlichers)