Abstract
In recent years, diversity has become a central priority for organizational leaders around the world. Despite the increased value and emphasis placed upon this term, diversity’s meaning is still not clearly defined by the general public. Some organizational leaders respond to this level of ambiguity by gravitating toward one specific understanding of diversity, while dismissing alternative expressions of difference. I have referred to this phenomenon in previous studies as “the diversity paradox:” a propensity for intercultural organizations to promote one potential understanding of diversity in a way that diminishes alternative possibilities of organizational life. Building upon four years of ethnographic fieldwork, this study continues a dialogue surrounding the diversity paradox by offering three practical implications for cultivating truly diverse organizations: (a) member-generated perspectives, (b) untethered interaction, and (c) dialogues of difference. Each of these implications was co-created alongside the participants of this study, highlighting the value of collaborative research and underscoring the capacity for applied research to construct healthier organizations. Each of these implications also holds promise for intercultural leaders and members who hope to mitigate a limited understanding of difference within their own organizations.
Presenters
J. Jacob JenkinsAssociate Professor (Communication), Campus Coordinator (CSU Affordable Learning Solutions), Communication, California State University Channel Islands
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
The Diversity Paradox, Fractionation, Tokenism, Genuine Dialogue, Reflexivity
Digital Media
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