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• Praise for Diversity at Work: The Practice of Inclusion
• The Professional Practice Series
• Series page
• The Professional Practice Series
• Title page
• Copyright page
• Contents
• List of Tables, Figures, and Exhibits
• Tables
• Figures
• Exhibits
• Foreword
• Preface and Acknowledgments
• Audience
• Overview of the Book
• Acknowledgments
• References
• The Editors
• The Authors
• Part One: Frameworks for Understanding Inclusion
• CHAPTER ONE: The Practice of Inclusion in Diverse Organizations: Toward a Systemic and Inclusive Fra
• Inclusion as the Key to Diversity’s Benefits
• Diversity at Work
• Inclusion as Essential to Support and Work with Diversity
• What Is Inclusion? A Multilevel Perspective
• Toward a Systemic Inclusion Framework
• Inclusion at Multiple Levels
• Conceptualizing Inclusion . . . Inclusively
• Contributions from Inclusive Education and Social Inclusion
• Elements of Inclusion at Work
• Co-Constructing Inclusion
• Elements of the Experience of Inclusion
• Elements of Inclusive Behavior
• Elements of Inclusion at the Organizational Level
• Facing the Challenges and Paradoxes of the Practice of Inclusion
• Acknowledgments
• References
• CHAPTER TWO: Communicating About Diversity and Inclusion
• The Work
• Research and Practice-Based Models
• Structure of This Chapter
• Why Fact-Based Communication Is Not Enough
• Communication Based on Individual Development
• Identity Models
• Head, Heart, and Hand
• Unconscious Competence
• Intercultural Sensitivity
• Other Approaches for Reducing Individual Bias and Prejudice
• Communication to Fit Organizational Stages of Development: A Generic Organization Development Divers
• Early Stages
• Middle Stages
• Advanced Stages
• Communication Addressing Facts, Feelings, and Behaviors
• Fact-Based Communication Examples
• Feelings- and Values-Oriented Communication Examples
• Behavioral “Hand”-Oriented Communication Examples
• Conclusion
• References
• Part Two: Individual and Interpersonal Perspectives and Practices
• CHAPTER THREE: Creating Inclusion for Oneself: Knowing, Accepting, and Expressing One’s Whole Self
• Embracing Our Multiple Identities: The Foundation of Inclusion
• Views of the “Self”
• The Self Incorporates Our Multiple Identities
• Divided Versus Integrated Selves
• Bringing One’s Whole Self to Work: What Do We Mean and Why Does It Matter?
• We Each Make Choices About How Much to Know and Be
• More Wholeness and Authenticity Are Better
• Authenticity Is Challenging and Requires Presence and Attention
• Work and Social Contexts Matter
• Toward Integration: Dilemmas and Challenges
• The Responsibility to Define and Express Ourselves
• Being Our Imperfect Selves: Embracing Diversity, Inconsistency, and Humility
• References
• CHAPTER FOUR: Strengthening Interpersonal Awareness and Fostering Relational Eloquence
• Communicating in Global Context
• The Communication Perspective
• The Complexity of Meaning-Making in the Context of Differences
• Capacity for Complexity
• Knowing Ourselves and Each Other Through Storytelling
• Shifting to Relational Eloquence
• Frameworks and Models That Support Interpersonal Practices for Inclusion
• Empathy
• Emotional and Social Intelligence
• Mindfulness in the Face of Microaggressions
• Models to Support Critical Reflection
• Summary
• References
• CHAPTER FIVE: Intercultural Competence: Vital Perspectives for Diversity and Inclusion
• Definitions
• Intercultural Competence
• Cognitive Competencies
• Affective Competencies
• Behavioral Competencies
• Challenges and Opportunities in Integrating Intercultural and Inclusion
• Training and Development of Intercultural Competence
• The Developmental Model of Intercultural Sensitivity
• The Challenge and Support Model
• References
• CHAPTER SIX: The Work of Inclusive Leadership: Fostering Authentic Relationships, Modeling Courage a
• The Role of Leaders in Fostering Inclusive Cultures
• Manifestations of Inclusive Leadership at Multiple Levels of System
• Individual Level of System
• Relational Level of System
• Organizational Level of System
• Practices That Support Inclusive Leadership
• Behavioral Manifestations of Inclusive Leadership
• Conclusion
• References
• Part Three: Organizational and Societal Perspectives and Practices
• CHAPTER SEVEN: From Diversity to Inclusion: An Inclusion Equation
• Distinguishing Inclusion from Diversity
• Inclusion Is Harder to Achieve Than Diversity
• Developing Sustainable, Inclusive Organizational Cultures: The Inclusion Equation
• Inclusion Equation Macro Element #1: Values-Driven Culture
• Inclusion Equation Macro Element #2: Inclusive Systems and Programs
• Inclusion Equation Micro Element #1: Cultural Competence
• Inclusion Equation Micro Element #2: Emotional Intelligence (EQ)
• Summary
• References
• CHAPTER EIGHT: Inclusive Human Resource Management: Best Practices and the Changing Role of Human Re
• From Diversity to Inclusion
• Structure and Culture
• Establishing Responsibility for Diversity and Inclusion
• Creating a Supportive Organizational Culture
• Best Practices
• Developing the Pipeline
• Confronting Subtle Discrimination
• Leveraging Diversity to Increase Business Performance
• Developing Accountability Systems
• Training, Training, Training
• Using Peer-to-Peer Influence
• Persistent Problems, Potential Solutions
• Balancing Diversity and Inclusion
• Giving Honest Feedback to People Different from Oneself
• Occupational Group Segregation
• Current Economic Climate and Downsizing
• Future Directions in Inclusive HR Practices
• Maintaining Focus on Diversity and Inclusion
• Expanding the Global Focus
• Changing Focus Changes HR
• References
• CHAPTER NINE: Inclusive Organization Development: An Integration of Two Disciplines
• Introduction
• The Inclusive OD Paradox
• Integrating Diversity and Inclusion into Key Organization Development Processes
• D&I and Organizational or Employee Surveys
• D&I and 360-Degree Feedback
• D&I and Performance Management
• Talent Management
• The Challenges of Doing Inclusive Organization Development
• The Importance of Senior Leadership Support
• The Importance of Training in D&I Efforts
• The Next Big Thing in D&I
• Conclusion
• References
• CHAPTER TEN: The Development of Inclusive Leadership Practice and Processes
• Inclusion, Inclusive Workplaces, and Inclusive Leadership
• Inclusive Leadership and Leadership Development
• Leader Development and Leadership Development
• The Relationship Between Leadership and Leadership Development
• The Relationship Between New Trends in Leadership Thinking and Inclusive Leadership
• Inclusive Relational-Based Leadership
• Leadership Development: Institutionalizing Inclusive Leadership Practices and Processes
• How to Fully Take Account of Inclusion in Leadership Development Systems
• A Process Model for Inclusive Leadership Development
• Assessment for Inclusive Leadership Development
• Challenge for Inclusive Leadership Development
• Support for Inclusive Leadership Development
• Conclusion
• References
• CHAPTER ELEVEN: Creating Inclusive Climates in Diverse Organizations
• Climate for Inclusion Defined
• Espoused Versus Experienced Climate for Inclusion
• Outcomes Associated with Climate for Inclusion
• Organizational Change Efforts to Become More Inclusive
• Illustrative Example
• A Step-by-Step Guide to the Change Process
• Conclusion
• References
• CHAPTER TWELVE: Models of Global Diversity Management
• Concluding Remarks and the Purpose of D&I Models
• References
• CHAPTER THIRTEEN: Fostering Inclusion from the Inside Out to Create an Inclusive Workplace: Corporat
• The Inclusive Workplace: Community and Society as True Stakeholders
• Expanding Inclusion Beyond the Traditional Corporate Walls
• A Proposed Three-Stage Continuum of Practices: From Philanthropy Through CSR to Corporate Inclusion
• The Inclusive Workplace Model in Practice: Global Examples of Corporate Inclusion Strategy
• Conclusion and Implications for Organizational Practice
• References
• Part Four: Key Application Issues and Domains
• CHAPTER FOURTEEN: Global Benchmarks for Diversity and Inclusion
• How the Global Benchmarks Were Developed
• The Methodology
• Profile of the Seventy-Nine Expert Panelists
• Breadth and Depth of Effective Inclusion Work
• The GDIB Model
• The Five Levels That Indicate Progress
• Samples of Global Diversity and Inclusion Benchmarks
• How to Use GDIB
• A Suggested Comprehensive Implementation Process
• Other Ways to Use GDIB
• Conclusion
• References
• CHAPTER FIFTEEN: The Chief Diversity Officer’s View of the Diversity and Inclusion Journey at Weye
• Organizational Background: Context for the Change
• Reasons for the Initiative: The Business Imperative
• What Was Done: The Change Management Process
• Weyerhaeuser’s Strategic Framework for Change
• Leadership Effectiveness
• Governance and Accountability
• Talent Management
• Work Climate and Culture
• Outreach
• Integration
• Inclusive Leadership: Twenty-First-Century Strategy
• Inclusive Behavior Is a Cornerstone of Effective Leadership
• The Tangible Benefits of Inclusive Leadership
• Exclusive Processes and Practices Can Impact Effectiveness
• What Effective Leaders Do
• In Summary
• References
• CHAPTER SIXTEEN: Creating Diverse and Inclusive Colleges and Universities
• Definitions
• A Brief History of Diversity and Inclusion in Higher Education
• Four Key Components of Diversity and Inclusion
• Institutional Commitment
• Access and Success
• Infused Programs
• Affirming Climate
• Key Issues in Diversity and Inclusion in Higher Education in the Next Decade
• The Role of Chief Diversity Officers
• Conflicts Between Identity Groups
• Classism
• Globalization and Its Relationship to Diversity and Inclusion
• Conclusion
• References
• CHAPTER SEVENTEEN: Fostering Inclusion from the Outside In: Engaging Diverse Citizens in Dialogue an
• Examples of Dialogue and Deliberation
• AmericaSpeaks Meetings
• Start with an Inclusive Recruitment Process
• Essential Steps for an Outreach Strategy
• Two Broad Types of Outreach
• Five Principles for Recruiting Participants
• To Ensure Inclusive Decision Making, Meetings Require Conscious Design
• Key Principles of a 21st Century Town Meeting
• Outcomes of 21st Century Town Meetings
• From the Outside In: Implications for Other Organizations
• References
• CHAPTER EIGHTEEN: Building a Culture of Inclusion: The Case of UNAIDS
• Introducing UNAIDS
• Model of Inclusion
• Challenges and Solutions: Inclusion at UNAIDS
• Mission
• Policy
• Training
• Lessons Learned
• Update
• References
• CHAPTER NINETEEN: Inclusion at Societal Fault Lines: Aboriginal Peoples of Australia
• Introduction
• Case Study: Rio Tinto Iron Ore
• RTIO: Aboriginal Community Relations
• Problem Identification
• The Intervention
• Lessons Learned
• Conclusion
• References
• 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 Inclusion
• Establish Clear Definitions with Shared Understanding, Actionable Behaviors, Processes, and Outcomes
• Be Clear on Context
• Start with the End in Mind
• Balance the Business Case with the Right Thing to Do
• Develop (for Self) and Build (for Others) Cultural Competence
• Engage Different Perspectives
• Leverage Benchmark Practices
• Observations in the Field of Diversity and Inclusion
• Why We Have Not Made More Progress on Inclusion in Corporations
• Complexity
• Competing Issues
• Lack of History and Credentialing for Diversity and Inclusion
• Untapped Resources
• Lack of Inclusion
• Programmatic and Simplistic Approaches Rather Than Strategic and Systemic Ones
• Lack of Clarity on “It”
• Recommendations for Moving Forward
• References
• CHAPTER TWENTY-ONE: An I/O Psychologist’s Perspective on Diversity and Inclusion in the Workplace
• The Contents of This Volume
• What Does an I/O Psychologist Make of This?
• What Can I/O Psychologists Contribute to This Issue?
• References
• CHAPTER TWENTY-TWO: Inclusion: Old Wine in New Bottles?
• Historical Evolution of Approaches to Managing Diversity in the Workplace
• The Inclusion Paradigm
• Conclusion
• References
• CHAPTER TWENTY-THREE: Practicing Inclusion: Looking Back and Looking Ahead
• The Practice of Inclusion: What Have We Learned?
• A Dynamic and Cyclical Process
• A Proactive and Never-Ending Process
• A Professional Foundation and Framework for Praxis
• Multiple Levels of Analysis and Action
• Questions for the Future
• References
• Name Index
• Subject Index