Diversity change in organizations is described as a systemic, multilevel, and nonlinear process. Its systemic nature highlights the role of the environment and suggests a holistic approach to diversity change incorporating demographic and diversity-related cultural and political change. Multilevel issues illustrate the importance of configuration effects. Also, the nonlinear nature of diversity change shows its path dependency and its potential to spiral up or down across recurrent cycles. An integration of these three characteristics suggests that diversity change leads to the emergence of positive outcomes and unintended adverse side effects, which can cause it to gain upward or downward momentum or lead to inertia. These include intergroup relations outcomes (segregation, marginalization, assimilation, and integration), reactions to diversity change (resistance, cynicism, apathy, and commitment), and communication outcomes (silence and destructive or constructive voice). Implications for the study and management of sustainable diversity change in organizations are discussed.
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