Abstract
Diversity is one of the most significant forces influencing organizational change in the 1990s. The number of diversity workshops, videos, journal articles, boardgames, handbooks and CD-ROMs testify to its significance. Many of these present diversity as a problem to overcome or manage. Few recognize diversity as a potential source of organizational effectiveness. This article presents diversity as a key resource to create a high performing work culture that enables all members of the organization to do their best work. I share some of the lessons learned in over twenty-five years experience consulting with public and private organizations in their quest to build inclusive, high performing work environments. The article distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing organizational change, and discusses the human resource professional's role. These concepts grew out of my work with organizations such as Mobil Corporation, Dun & Bradstreet, Apple Computer and the Cities of Portland, Maine; Columbus, Indiana; and San Diego, California.
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