In “The Impact of Organizational Diversity Policies on Minority Employees’ Leadership Self-Perceptions and Goals,” Seval Gundemir and her coauthors argue that organizations should consider implementing diversity policies that openly acknowledge differences as a way to foster an organizational climate where minority employees feel empowered to pursue leadership roles. Based on their research, they advocate for diversity policies that acknowledge multiculturalism and individual differences as core values over colorblind policies that de-emphasize differences.
After reviewing the different template ideas in Graff and Birkenstein, I decided to go with a more conventional opening that summarized Gundemir et al’s argument all in one sentence. This took me a long time and it ended up being a very long sentence, but I think it captures what “they say” broadly. After reading it over a few times, I felt it needed a little more detail, so I wrote a second sentence that provided more “they say” specifics about their conclusions. I can see how this framing technique will be very useful to my writing. I feel I could easily transition from this opening to the “I say” part of an essay by using a next sentence that would start with something like “While these conclusions are insightful, I believe…”
Response to #3
The Gundemir et al and Austin and Pisano articles discuss ways of increasing the diversity of organizations and ways of creating more opportunities for minorities or people with differences. Ideally this will lead to opportunities in specific organizations, as well as ripple out to society as a whole. This is important research, but Gundemir et al base their conclusions on sterile experiments using volunteers and fictional companies, while Austin and Pisano highlight real companies that are taking new ideas and putting them immediately into practice in real work environments. I would say that their ideas matter but to different audiences. The Journal of Leadership & Organizational Studies is read by other researchers, while Harvard Business Review is read by managers looking for tools to use.
Gundemir et al’s research may lead to ripple effects for society, but I don’t think the impact will happen as quickly as society needs. Gundemir et al begin their article by discussing the amount of time that has passed with little progress on diversity, but then they design a research study that will require organizations to change mission statements and policies which could take years to implement. After the new policies are approved, I can’t see how employees will rapidly change their behaviors and attitudes. When it comes to business practices, I think companies are more likely to adopt what is working in another company, rather than adopt what academic researchers have concluded in a hypothetical situation.
Highlight from my week
California lifted its mask mandate June 15, and I went to the gym for the first time without wearing one. I could actually breathe on the treadmill!
While they rarely admit as much, companies often take for granted that anyone in their company can be appointed to a high level leadership position.
After reading Gundemir et al’s argument, I did not see much of a “they say” side because the facts are all there. Not to mention the notion that people should not be discriminated for anything about them that might be different. However, after reading through the templates from the first chapter of They Say, I Say, I found it to be much easier to form an argumentative sentence. The templates are a good way to put ideas into words if one was struggling to do so. I also feel like there is still room to put my own writing style or use of language into the templates. There is no reason why I can’t change one or two of the words here or there, or even put the entire sentence into my own writing. I found the templates helped me not only form the sentence but it actually helped me see the other side of the argument.
2.
Both of these readings have broadened my understanding of diversity in organizations through the use of their statistics mainly. They supported the ideas discussed in the texts from last week and expanded the ideas and claims that were stated. As it has been proven through a few of the articles, having a diversity of people working together is beneficial a few different ways. It is beneficial for the success of the company, but it is also beneficial for the workers. As Gundemir explained and proved, it is beneficial for the comfort and confidence of the workers who have faced discrimination.
Austin and Pisano expanded on the idea that having a diverse group of people working together can be beneficial for the company. It can allow for another way for companies to add a competitive nature to their company and workforce. With that, adds to how it can be beneficial for the success of the company. As I explained in my last post, I believe that one reason it helps is that there are different people with different experiences and different ideas working together to achieve the same goal. Combine that with the competitive nature that Austin and Pisano elaborated on, and the company’s success goes up even higher.
A highlight from my week was I did very well on my math midterm that I had on Wednesday and I had spent a lot of time preparing for it.
Testing out my first template from the TSIS article sounds interesting, as it will allow me the opportunity to apply some of the templates discussed in the book. In my experience when writing, there are often many different statistics, thoughts and information that are discussed throughout one single article. In my writing I have the issue of going in many different directions, so I believe that this template will be beneficial. For reference, I will be using the template noted in chapter 1 of the TSIS, as well as the intro for the I say part.
Many people assume that certain policies fit the needs of all individuals within the organization. Gundemir, a postdoctoral research scholar at Columbia Business school examines how this is not the case, as organizational diversity policies have an impact on many minority employees personal as well as professional goals. In her study, she examines how organizations’ diversity policies have an impact on both minority employees’ personal as well as professional aspirations. I agree with Gundemirs conclusion that organizational diversity policies are essential in moving towards an increased number and percentage of minorities in leadership roles. Along with this, by creating a more welcoming environment, new goals are set and the organization becomes more productive as a result.
This was my first attempt at using the template, so I would appreciate any feedback. I felt like at the end I began to go off format. I found it really difficult to stick with the format, as I usually like to write all of my thoughts down, and then go back and edit them. I had trouble figuring out how to use the template in an effective way, as it took a considerable amount of time for me to decide which template to use.
Response to #2
The two readings both spoke towards the need of changing policies within organizations. More specifically, in the past and even currently, many organizations use blanket policies, whereas they should be altering their policies and creating new policies to cater to the needs of different individuals. Often when I think of diversity I think of sexual preferences, race and gender. Pisanos article helped me realize that there are many other different ways that an individual can be considered diverse, for example, being neurodiverse. Just as there are many ways to define or describe organizational culture, there are many different ways to categorize or describe diversity.
Austin and Pisano also discuss why having neurodiverse individuals is beneficial for the organization. Some of the benefits include increased productivity, availability of more direct communication with employees, along with creating benefits pertaining to the reputation of the organization in general. Many STEM companies also recognize the benefits of having neurodiverse employees (ex: ability to recognize patterns with numbers), just as others recognize the importance for ethnic and gender diversity. All diverse employees offer different perspectives, ways to approach problems, or even ideas surrounding a specific topic. These different perspectives allow for unique solutions to problems or projects which may be beneficial towards the organization as a whole. The article on why diversity is important recognized this as well, however they focused on gender and ethnic diversity.
When I thought about how all of the different articles we have read are connected, it fascinated me. It also made me realize that everything is connected, and it is important to analyze different elements within the organization, whether it be from a human resource perspective, or from designing new policies for the organization. It is all important and plays a critical role in not only the professional aspect for employees, but also their personal lives.
I have found that in my time at Syracuse, hearing different perspectives from people is always interesting. Whether they are on the east or west coast in the United States, or living in Asia, every person that I have encountered has always offered a unique view on how to approach a group project, or sharing about their own experiences. Being considerate of others and encouraging people to share their differences allows for me to personally think about all of the different ways that there are to approach projects.
Highlight of my week
This week I went on a hike. I took a picture of a poison dart frog, they are very rare and hard to see so I was excited when I saw it. They are also fluorescent.
The alarming statistics detailing the underrepresentation of minorities in organizational leadership positions has led to several researchers exploring possible solutions to this problem. In the article “The Impact of Organizational Diversity Policies on Minority Employees’ Leadership Self-Perceptions and Goals”, study authors Gündemir, et al conclude that implementing diversity policies that emphasize multiculturism or value individual differences leads to minority employees having positive perceptions of themselves as leaders within their organization. By extension, it was further implied that this could help decrease low minority representation in organizational leadership positions. One might argue however, that the studies they based their conclusions on were flawed. The study results hinged on data obtained from fictional scenarios rather than real life experiences. Although the authors did not say so directly, the framing of the study findings also hinted that to a certain extent, a minority’s level of desire to be a leader in an organization is a measure of the likelihood of being promoted into leadership positions. This is a faulty argument in so much as it does not factor in real world biases that may exist in a company that has a diversity policy in writing but not in practice.
If you notice, the statement above begins with a summary of what “they say” so as not to make the reader wait to find out about the purpose of the piece. The statement also makes use of the “they say/I say” approach. Furthermore, a variation of the template language, “Although X does not say so directly,” has been implemented. Although I naturally use some of Graff and Birkenstein’s approaches, I find that its advantageous to have a guide like “They Say, I Say” to refer to in order to help keep one’s writing in top form!
Response to #2
After reading several articles about diversity and organizational culture, I find myself attaining a deeper realization that achieving diversity in an organization is a multilayered undertaking. In Gündemir’s, et, al, article, “The Impact of Organizational Diversity Policies on Minority Employees’ Leadership Self-Perception and Goals”, we get a peek into how some people, once assigned a minority designation, might view themselves in the context of their status within an organization. While authors Robert D. Austin and Gary P. Pisano’s “Neurodiversity as a Competitive Advantage” offer us a view into real world solutions (unlike Gündemir’s, et, al study which was based on hypothetical situations) for achieving neurodiversity in an organization.
The most eye-opening element about both articles is how diversity is highlighted as a competitive advantage. Since I now have access to data I didn’t previously, I possess a more complete picture of the concrete benefits of DEI. I thought Austin and Pisano’s article was quite illuminating because it provided particulars on a well thought out model for realizing neurodiversity in the workplace. This brought to mind the statistics in “Why Diversity Matters”, Vivian Hunt, et, al. On one hand it seems that there has been lots of research on racial and ethnic diversity in the workplace but not very much implementation of the findings from the research. On the other hand, it appears that as a result of a consulting firm’s dedication to transforming practices and attitudes regarding neurodiversity, much more effort has gone into reaching parity for differently abled employees than for racial and ethnic minority employees.
I started to wonder if perhaps people need some sort of personal experience to truly advocate for reform, rather than just doing “what’s right”. Thorkil Sonne, the founder of Danish company Specialisterne, started his consulting company as a direct result of his child being diagnosed with autism. He was motivated to disrupt current practices in order to provide more opportunities for his child. I can attest that personal experience can propel change. I was driven to become a union leader because I had been assisted by the union and had a positive outcome. Consequently, I decided to pay it forward and do the same for others. I am inspired by Specialistern’s model. I’ve learned that innovation along with personal motivation is a great vehicle for executing real change.
Highlight of my week
My family and I spent time at a nature preserve that was once the personal estate of a member of the Guggenheim family. The property has wooded areas, open meadows and a beach!
Graff and Birkenstein suggest that writers start with what others are saying and then follow that up with their own thoughts in response. The templates seem to be straightforward. I’m going to try a couple of approaches in the chapter. I look forward to everyone’s feedback.
My first attempt is the “they say”. This almost seems too simplistic but here it goes.
It has become common today to… ignore the results of policies affecting minorities in the workplace, experiences that Gündemir outlines in his article. The concerns discussed are pervasive and speak to the overall need for diversity in corporations particularly in upper-level positions.
As I read through the chapter, I decided to try the “open with a debate” in which many people agree to which they ultimately disagree. I maybe overly ambitious on this…so let me know what you think.
When it comes to the topic of our labor force, most of us will readily agree that the importance of diversification is recognized. Where this agreement usually ends, however, is on the question of increasing minority presence in the top levels of organizational hierarchies. Whereas some are convinced human resource tools and interventions to stimulate the recognition and development of minority leadership talent through structural, top-down approaches such as affirmative action are sufficient, research studies by Gündemir maintain encouragement of minority leadership by positively affecting minority employees’ leadership-relevant self-perceptions and goals are the true key (Gündemir et al. 2017). I think that’s a bit wordy.
Reference
Gündemir, S., Dovidio, J. F., Homan, A. C., & De u, C. K. W. (2017). The impact of organizational diversity policies on minority employees’ leadership self-perceptions and goals. Journal of Leadership & Organizational Studies, 24(2), 172-188. https://doi.org/10.1177/1548051816662615
2. Both the readings from Gündemir et al and Austin and Pisano have contributed to my overall understanding of diversity in organizations. As I indicated in a previous post, it’s important that we look at diversity through a broad lens. Workforce diversity can mean differences among employees in terms of gender, race, age, cultural background, physical abilities and disabilities, religion, and sexual orientation. As Austin and Pisano point out employment of a diversified workforce is not only advantageous but essential for organizations to remain competitive, managing such a diversified workforce can be challenging for management.
I’ve listened to the news for the past few months and the millions of Americans remaining unemployed while companies big and small are reporting extreme difficulty in finding workers. Now I’m not going to argue the COVID-living wage situation but rather I’d like to look at it from the standpoint are organizations looking at the diversity of worker available or are they hiring from a bias of affinity…just looking for workers that attended the same high school, grew up in the same town, or remind them of someone they know and like. Are people concerned or reticent about managing a diverse workforce? Just “food for thought” as the saying goes.
Highlight of my week
I had the opportunity to visit my friend’s new camp in Fair Haven. It was a beautiful day and we went for a boat ride. Nothing better than sun, water and good friends… and all of that in Central New York. Within several hours I was home just in time for a tornado warning…yes indeed that’s Central New York!
I was very eager to test out my first template from “They say/I say,” especially by referring to Gundemir et al.’s arguments since there was an abundance of information to unpack. I was excited to test myself because I sometimes can get overwhelmed trying to word a clear point that is in my head. I ended up using the templates for introducing what “they say.” My attempt reads, “It has become common today to dismiss the short term and long term effects of diversity policies on minorities in the workforce. In his recent work, Gundemir has offered harsh critiques through studies of how diversity policies decide employees’ self-perceptions as well as career views in hopes for formal social systems in career-based settings.” I created these sentences by first making a general statement regarding something I believe is overlooked regarding Gundemir’s studies. However, I kept my view in a “they say” format by acknowledging that this point refers to Gundemir’s work with the sentence to follow. I then wrote what Gundemir’s work refers to and why he is doing so. Using this template allowed me to configure another person’s words with a good amount of information into a straightforward sentence with a clear argument. I had to read it over many times because since it is a template, I wanted to make sure everything was in the right order and that information flowed the way I wanted it to.
Response to #2
Both readings attempt re-evaluation and change of policies as a means of benefitting diverse employees as well as business growth and strength. Implementing diversity policies and reconfiguring career development policies and recruitment would affect not only a company’s strength but also the well-being and highest potential of employee talent. Commonalities between both articles include real-life results regarding physical people and their benefits. Gundemir acquires studies to represent this, and Pisano contributes information from real companies that have successfully leveraged all employees’ talents. A similarity between all articles includes the benefits of introducing and implementing diversity in the workforce and how opportunities are introduced not only for companies but employees. Gundemir’s article explains how employees’ eagerness to do well in a company due to its inclusivity can spark a personal strive to do the best. In Pisano’s article, it states that hiring neurodiverse employees allows for new perspectives and solutions that without a doubt would make these employees feel safe, recognized, and eager to stay with these companies and do the best work for them. My mom actually works at SAP and tells me about this all the time. I remember years ago, when the company was fairly new, overhearing a meeting regarding how to successfully create a way for employees to get to know each other better and connect. I remember loving this idea; since growing up, I always believed that employees, especially from a sales perspective, were out for their own personal benefits. Both articles and the reading from last week really give me hope when it comes to inclusivity and dissing the notion of selfish individuality in the workforce.
Highlight of my week
This weekend I was able to travel to NYC for my friends birthday. I traveled by train and ran into an old friend in the train station on the way back. My train was actually running behind and she happened to be on the same one, so we were able to grab a bite to eat before leaving. Sometimes a late train can be a good thing!
Hello everyone! My name is Kayla and I am a rising Sophomore majoring in Computer Science. I am taking this course in order to lighten my schedule for next semester. In addition to this class I am taking MAT 295. Writing has always been something I enjoy, because of this I have taken several college level writing courses throughout High School. I am excited to be able to add new skills to my repertoire and strengthen my writing.
I was born and raised in Harlem, New York but I am currently on South Campus. I like the idea of taking this class asynchronous because I am also participating in an internship and I devote a lot of time to that. The advice I have for taking an asynchronous class is to block out set times in your schedule in order to avoid feeling over whelmed with the coursework.
Now that we’ve gotten to know each other a bit and have gotten our feet wet, so to speak, in what organizational culture and diversity & inclusion efforts are all about, we’re going to spend this week deepening our knowledge of those topics AND beginning to think about some writerly concerns.
In this post, I’ll lay out a little more info about the week’s assignments and point you toward some additional resources that will help you to complete those tasks. Please read on for more.
Reading assignments
“The impact of organizational diversity policies on minority employees’ leadership self-perceptions and goals” by Gundemir et al (you will use SUMMON on the library website to locate and download this article)
“Neurodiversity as a competitive advantage” by Austin & Pisano (on Blackboard)
chapter 1 “They Say” of They Say/I Say
Writing/discussion assignments
100-200 word summary of Gundemir et al (working with the guidance from the handout on summary, on Bb and in the blog post linked below) [due Weds., 6/16 through Bb]
200-300 word comparison of Gundemir and Austin & Pisano article, focusing on how the pieces differ in author, audience, purpose, and approach [due Sunday, 6/20 through Bb]
discussion posts in response to this week’s prompts [due Saturday, 6/19]. See this post for details
Check out these additional resources
read through thisblog post (and check out the embedded links) for some more background on genre and summary
read over the Close Reading handout linked below and also available on Blackboard (click on the Handouts tab there)
Everyone should respond to the 1st question and then select 1 of the other 2 to answer. Responses should be >150 words each. Please tag your responses with “unit1,” “weekof6/14,” and [your name]. Categorize as “Discussions/Homework.”
Please post your responses by 6/16, and then read through your classmates’ posts and my comments and respond where you wish.
Graff and Birkenstein (in the opening chapter of They Say/I Say) remind us that in researched writing we are always starting from what others are saying. That means we must first be able to fairly and accurately represent the ideas of others. They suggest a number of different shapes this might take. Try out one of their approaches from chapter 1 to craft a statement about some piece of Gundemir et al’s argument. Write a sentence or two using this approach, and then explain what you’ve done and how it went. Did you find this approach to framing useful? How/why/why not?
How do this week’s readings from Gundemir et al and Austin and Pisano add to your understanding of diversity in organizations? Draw some connections between these readings and the texts we examined last week–-how is this broad topic starting to take shape for you? Are there ways that you find yourself able to connect to your own experience to these Big Picture concepts (i.e. as a member of the SU community and/or as an employee/intern in another work setting)?
These articles we’re reading this week have rather different purposes. Gundemir et al raise important questions about the impacts of how diversity is framed (as either valuing individual differences or as de-emphasizing individual differences). Austin and Pisano examine the opportunities and challenges that a specific type of diversity (neurodiversity) brings to workplaces. While heading in different directions, both articles ask readers to consider the social implications of workplace decisions. Explain and respond to their conclusions about the ripple effects of diverse workplaces. In other words, help us to understand how and why their ideas matter.
And finally, please tell us a little something about your week–a highlight, lowlight, or lesson that you care to share; a picture that captures your current mood; maybe a pop culture or news item that you’re excited about.
Mine? I’ve got a new kayak that I can’t wait to try out. No pictures because the matching one is a Father’s Day gift for my husband, and our camera rolls sync….
Summary is a task that you’ll encounter often in research-based writing–as an author, you’ll need to explain the essence of a text that you have worked with in developing your own ideas. Writing an effective summary means offering your reader a genuine understanding of the text, not just a list of its greatest hits. Your reader needs a little context–
what is this text?
what is the author doing in it?
what are the key ideas we should take from it?
and then what are you going to do with it?
Because you’ll need this skill regularly, we’re going to practice and use it regularly–we develop writing skills just like any other kind of competency, through examining models, trying it out, and repeating the drill.
You’ll find a handout on Blackboard that offers some more explanation of writing effective summaries. It’s also linked here: Handout on summary
Let’s think about this in terms of the Journal of Leadership and Organizational Studies article we’re reading this week. If you were going to explain this article to someone else, it wouldn’t be enough to say that Gundemir and her colleagues talk about some of the pros and cons of workplace diversity. We wouldn’t know anything about who Gundemir is and why we should take her word for it. We wouldn’t know whether this article was grounded in good research. We wouldn’t know whether the idea that there are more fruitful and less fruitful ways to frame diversity is central to her argument, or a kind of tertiary point that she mentions. We wouldn’t understand what the article is.
A summary like this, however, would offer us a lot more value: In her article…. from the Journal of Leadership and Organizational Studies, Seval Gundemir, an organizational psychologist at the University of Amsterdam, examines how companies’ diversity policies affect the way that minority employees view their own leadership potential within their companies. She reports data from 2 different studies that she and her colleagues conducted. She finds that…..
Notice what that summary does–it offers a quick biographical blurb about the author (which tells us that she’s an academic), lets us know that this is a scholarly article (written by a scholar for other scholars in the field), gives us a window into her data set and methods, and then lets us know what she’s arguing. If we know all that, then anything else that you share with us from the article will be a lot more meaningful. We’ll get why it matters and what evidence there is to back it up.
Because effective summary is so essential to writing about research, we’ll be practicing this skill quite a bit in the weeks to come.
Why it’s important to think about genre
This is a term we’ll use quite a bit throughout the course, so it’s worth taking some time to discuss what it means. We often think about genre in relation to music or movies, where we’re accustomed to using it to refer to different ‘types’ of media. These genre labels communicate something to consumers, shape expectations for what that media will be like, and serve as handy sorting mechanisms for us (what we like, what we don’t, what we’re in the mood for, how we would describe something to another person, etc.)
When it comes to genres of writing, that same sort of understanding applies, but it’s worth pushing beyond this simplistic idea of ‘categories’ (as though they’re just sorting buckets) to understand how and why genres take shape.
crayons sorted into buckets
For starters, genres tend to responses to recurring writing situations–in other words, the same kind of need keeps popping up and we can use the same sort of text to meet that need. Let’s think about applying for a job. That’s a recurring situation, right? Lots of people find themselves having to do that. And there are ways that writing can help to make that situation work.
Now, job application materials–resumes and cover letters–didn’t just emerge spontaneously. They took shape because readers and writers found them to be useful ways of meeting that situational need–front-loaded documents that quickly communicate a job seeker’s qualifications, skills, and experiences. AND they’ve taken the fairly standard form that they do (consistent across many decades) because that pretty standard approach to organizing and formatting makes it possible for the reader to plow through a whole bunch of these documents pretty quickly, while still finding what they need.
Thus, we can think about genres as responsive and organic–developed to meet the needs of writers and readers and changeable depending upon circumstances. They’re not fixed, not static, and not simply interchangeable. We need to match genre to situation–thinking about our readers, about our purposes, about our publication/delivery venues.
Everything you do as a writer is a choice. And our choices are shaped by the situations in/for which we write. This rhetorical situation consists of a few key components, illustrated in the diagram below:
Diagram showing rhetorical triangle of a text–subject, reader, writer
Understanding the rhetorical situation of texts helps us as readers understand what to expect from them and how to read them. And for us as writers, understanding our audience and purpose will help us to craft texts that work for our readers, meeting their needs and expectations and providing them a clear path to understanding.
The texts that you’re reading this week come from 2 rather different genres–Gundemir’s article is a fairly typical scholarly text, written by academics for an audience of other academics in their field and providing the sort of intensive research and analysis those readers demand. The other text by Austin & Pisano is from the Harvard Business Review, a publication with a much broader audience of professionals. They turn to HBR for quick insights into topics they might be interested in and are generally not looking for the same kind of deep-dive. When you know what you’re looking at, it’s much easier to navigate through it.
Now, because most of us are not organizational psychologists (I presume), Gundemir’s text isn’t really designed for us. We have to make our own path through it. There’s a handout on Blackboard (also linked here: Handout on Reading Scholarly Articles ) on how to wade through sometimes dense scholarly articles like this one.
