Edward – Page 2 – WRT 205 Summer 2021

Discussion Questions Week of 7/19

1. I enjoyed reading Wong’s perspectives around diversity. The part that struck me were her notions on Equity vs. Equality( page 27). The metaphor of the race with Wong demonstrates the idea that fair is not always equal. Literally the expression that one size does not fit all is utilized by Wong with all runners being given the same size shoe to complete the race. The obvious problem is that all runners don’t wear the same size shoe and in an attempt to be fair to everyone they have disadvantaged some. If my shoe size is smaller or larger than this one size shoe, I am disadvantaged. This metaphor reminded me of a young child’s sense of fair. For example, to young children running a metaphorical race fair (equality) means everyone starts at the same place at the same time. However, when children move to the classroom and have some have a disadvantage the notion of fair and equal treatment becomes an important issue. From our research so far this semester, this “disadvantage” can range from being a student with a disability to an English Language Learner to an LGBTQ individual to a specific gender.

As a student growing up with an IEP, my CSE (Committee for Special Education) meetings always focused on equality. Looking back I have a different lens regarding whether the accommodations produced equality.

But I digress…back to Wong’s metaphorical race, treating students with equality can only be fair if all students are at the starting line and can attain the same access, opportunity and support. Equity is when all “runners” reach the finish line (whatever that might be) of graduation or career choice. Also equity is when these runners have the same opportunities regardless of “disability”.

Source: https://momentousinstitute.org/blog/equity-why-talk-about-it-with-children

2. Chapter 8 of TSIS, explores the issue of connecting all the parts of writing from transition terms to repeating yourself but with a difference. Wong utilizes both of these connections throughout her writing. Wong starts out in the first paragraph with one of her favorite phrases “in addition” (I prefer additionally) …In addition to a business case. Paragraph two starts out with the contrast transition, regardless (not irregardless – even though Merriam-Webster’s Dictionary has officially really added the word “irregardless” to its dictionary, regardless to the fact it’s not a word…hmmm).

As Wong moves on in the article to the section titled “Context” we see the example of, for example, as a transition in the second paragraph. The “Privilege, Marginalization & Differences in Experience” area demonstrates a paragraph starting out with the contrast transition of – in contrast. These are a few examples of the commonly used transitions that are seen throughout the article.

I appreciate the subtle manner in which Wong repeats information but in a way that is smooth. An example of this would be “Recognizing that certain groups of people have experienced (and continue to experience)”.

Wong uses transitions strategically by making sure that each word and phrase fits the relationship she’s emphasizing or the connection being made. As writers one of our primary goals is to present ideas in both a clear-cut and comprehensible way. Transitional words and phrases create compelling links between ideas and can help readers comprehend the paper’s logic.

I forgot to add what my excitement was for the week…probably because I was busy getting ready for it. I’m going with my family to meet my Aunt and Uncle in Texas on vacation in Mexico…so I’m a bit scattered trying to get everything done finishing my other two classes and packing. Perhaps I’ll have some fun pictures to share in the next few weeks. A vacation is fun but the pre-vacation and post-vacation is a lot of work…and those of you with kids…I take my hat off to you as I try to get just myself ready.

Discussion Questions Week of 7/12

1) All my research papers involve the same fundamental process: I collect information, organize my ideas, and write. To accomplish this I start my research on any subject with Syracuse Library “Summons”…my favorite…It’s one of the few bookmarks on my computer. It puts an initial “Search articles, books and other resources” at the tip of your fingers.

If it’s a topic that I’m not particularly familiar with I will then start with tertiary sources since they are the most general. Tertiary sources are encyclopedias, atlases, or other reference books (not Wikipedia 😊). These sources can give me basic background information, help me with keywords for additional research, and direct me to further sources. Since this information is very broad, tertiary sources are my starting point.

In my search engine, I typically start with filters, (if I’m not planning to be on campus)- full text online, peer reviewed (it’s my science background – we love peer reviewed), and then publication dates (usually within the last 5 years but I can be flexible depending on the topic). I may play with subject terms and area of study.

I may then move into an advanced search. If this leads me to results that I don’t want, then I can “exclude” certain results from a further search.

Interestingly, I sometimes put my search into “google” or “bing”. I can come up with results that were not initially in my Syracuse University search. Here’s a pro tip… put those results into Summons and you can have access to the information (which many times you are unable to – just with an internet search engine).

Another pro tip…our Syracuse University tuition pays for librarians and they’ll even “Live Chat” or email you back. I was frustrated late one weekend and they came to my rescue (and at a late time). I even see a text number although I haven’t tried that yet.

2) As far as my research, I am intrigued by the concept of hiring individuals with disabilities and at what point should the disability be disclosed. Will this disclosure cause stigmatized populations to be discriminated against (even if it’s never obvious to the individual)? I think disclosing of disabilities to a potential employer is a really important topic in organizational culture so I’m going to explain this foundational idea of pre-employment disclosure and the effect on hiring of individuals with disabilities.

We know from the articles we’ve read and the expanding the canon research our classmates have done that the employment participation of people with disabilities is still lags when compared to their non-disabled, and comparably educated, counterparts.

A main reason for the underemployment of individuals with disabilities is that employers often hold negative views about the work-related abilities of these individuals. What I’m interested in researching is an analysis of where in the employment relationship these negative views appear, and whether a disabled individual should disclose pre-employment of a disability. I’m referring to so-called invisible disabilities. Those struggling with invisible disabilities should be comfortable sharing information about their disability with their employer as well as requesting accommodation. Unfortunately, that is not always the situation. The question of whether or not to inform employers as well as when to inform them is an interesting question.

The issue of invisible disabilities is becoming more common in the workplace. Invisible disabilities (as described by the Invisible Disabilities Association) indicates symptoms such as “debilitating pain, fatigue, dizziness, cognitive dysfunctions, brain injuries, learning differences and mental health disorders, as well as hearing and vision impairments.” Sometimes employees are undecided about disclosing their invisible disability to their employer or coworkers. In addition to not disclosing this during an interview, this lack of transparency means that accommodations for disabilities may not be requested or made. Accommodations made in the workplace for invisible disabilities can include flexible schedule, special software for assisting with scheduling or prioritizing tasks, or architectural changes such as a standing desk.

I plan to have my research include both primary and secondary resources. This may be a challenging topic to find research on but it is one that is of personal interest to me. I hope to find the viewpoints of both the employee and the employer. I hypothesize finding employers that will truthfully answer questions (particularly about pre-employment prejudice) might be a challenge. I will try to speak with agencies that help disabled people find employment.

Discussion Questions Week of 7/5

1) I have appreciated the opportunity to read everyone’s posts and their interpretation of this assignment.

As a student in Knowledge Management with classmates from around the world, I found Julia’s issue of “Reproducing inequity: the role of race in the business school faculty search”, to be of statistical interest. The article proceeds to enlighten us that an overwhelming 67% of full-time faculty at business schools are white. The research noted that to be effective in creating an inclusive environment, everyone must be enthusiastic and open to change. Exactly! Without reading about this research, I might have assumed (and you know what happens when you do that)…that highly educated individuals might embrace diversity and all that it contributes to a school’s educational value. As the students so eloquently discussed in the YouTube video, in the business world they will encounter diversity as well as different mindsets. By having a diverse faculty as instructors their education would reflect the world in which they’ll be working. I also found the graphic with data from the opinions of white and black faculty to be quite eye opening. White faculty members consider their department to be more committed to inclusion while black faculty may believe that department efforts to promote inclusion are unsatisfactory. As a result, many feel as though the department does not take inclusion seriously.

So Julia your article got me thinking…I found this in the Daily Orange from March 2021

In early March, the Board of Trustees special committee announced a $50 million investment toward faculty diversification. The university has also increased the number of learning communities geared toward underrepresented communities and hired additional counseling professionals from marginalized identities.

Students question SU’s commitment to diversity, report shows

I guess we’ll see Syracuse University!

Another contribution that I enjoyed reading was Kayla’s contribution on “The association between unemployment status and physical health among veterans and civilians in the United States” by Than V. Tran, Julie Canfield, & Keith Chan. I appreciated increasing public awareness of the struggles of marginalized people face. In my classes at Syracuse, so many of my classmates are military or former military. In addition to unemployment health concerns for veterans the TED talk pointed out that two thirds of veterans struggle to adjusting to civilian life. This has definitely opened my eyes to the great challenges of veterans and I’m glad that Syracuse University has the National Veterans Resource Center that can assist our military in their educational endeavors.

In our Expanding the Canon posts, classmates offered many different aspects of diversity and organizational culture. I enjoyed exploring these differences in a safe and positive environment. This unit has been about understanding each other and moving from an environment of tolerance to celebrating the diversity within each individual.

3) Transitions allow you to signal clearly when you are changing direction. This change could be in the subject or emphasis. One thing that should be noted Bogost could never be accused of using too many strong transitions. There was not a however or nevertheless to be found…his transitions were very slick and seamless. I kept re-reading the article to find transitions, they were not overly obvious and strong.

I’m about to demonstrate my quantitative nature right now which might not score me points with a qualitative writing teacher but … but is utilized as a transition word to begin paragraphs four times as well as in countless sentences. I just found that interesting.

As far as transitions, I noted the first one at the first but… “But that’s an aspirational hope. This is when Bogost emphasizes a viewpoint. Another transition I noted is after (yes another but) “But their impact might be a drop in the bucket”. This transition has particular emphasis by utilizing that strong phrase. The writer is contrasting good efforts however realistically those efforts have a minimal impact.

Another transition is “But integration is much harder than diversity.” Since this transition is at the start of a paragraph, it signals a connection (in this case a contrast) between idea segments.

I noticed that Bogost used Webb’s name as a transition to connect paragraphs…

“When Amy Webb, Webb, who is a professor at New York University, Webb’s experience is, Webb points to China, In Webb’s view, But to Webb, For Webb”

It appears that Webb is the transition between many parts of Bogost’s writing. Bogost in his writing has the ability to connect with his audience. The situations are relatable and by using smooth transitions it is an easy read.

Bogost’s Rhetorical Moves

Rhetoric and the Information Technology Industry

In The Expressive The Problem With Diversity in Computing (2007), Ian Bogost describes the connections between rhetoric and the information technology industry, demonstrating how the processes and systems of the computer represent a form of persuasion and communication. Ian Bogost writes this article as an author and game designer. Additionally, his background includes serving as the Ivan Allen College Distinguished Chair in Media Studies and a Professor in Liberal Arts, Computing, Business, and Architecture at the Georgia Institute of Technology; Founding Partner at Persuasive Games LLC; and a Contributing Editor at The Atlantic. To make his point, Bogost writes in an informal, story-based narrative style. This serves to convey the writer’s point while keeping the reader interested.

Sexism

Bogost starts out by associating the notion of sexism with computers. The computer program has a somewhat sexist analogy in the backscatter machines by identifying women’s underwire bras as problematic. Apparently, the system sometimes can’t distinguish Victoria’s Secret from potential weapons. Webb says her airport experience can be traced back to the fact that “someone like me wasn’t in the room” when the system was designed. One can surmise that the creators of the system were male. I see this as Bogost’s use of a pathos-based rhetorical device in which he relays the emotional story of a woman feeling vulnerable. He’s using this vulnerability to get us (the audience) to agree that his argument is a persuasive one.

Racism

By sharing personal stories that the reader could feel a connection to…once again going through the TSA at the airport, the pathos-based rhetorical device is utilized. It’s pointed out that discrimination based on hair texture appears to be at play with the computer systems confused by ethnic hair. Unfortunately, having mop of thick, curly hair results in additional screening and cranial pat-downs for individuals based on what I perceive as the long-standing Eurocentric views of hair style. One can surmise that the creators of the system were not racially diverse. This description puts the audience in an emotional frame of mind as they can relate to being pulled aside due to discriminatory treatment that could derail an individual’s confidence and cause public embarrassment.

Teach Concepts Not Coding

Bogost is clearly attempting to get his audience to think about the time and effort being utilized by the Constellations Center for Equity in Computing. The center’s goal is to increase access to computer-science education among women and people of color. Among its activities, it has funded and supported computer-science classes in Atlanta public schools primarily teaching students coding. Bogost’s point is that when you teach a kid to code, what benefit do they actually get? For example, teaching students Python isn’t necessarily going to help them get an IT job in 10 years because Python probably won’t be the premier language in a decade. However, if students are just learning Python, that’s the real issue. Learning Python should teach concepts and create intuition about the methodology that computers utilize to solve problems. That is the enduring skill and what the focus should be. As Amy Webb is quoted as saying, “If everyone is focused on the nuts and bolts of making software quickly at scale, where will they learn to design it with equity and care? “Critical thinking is what the computers won’t be able to do,” she said.”

Bogost relies on logos as a rhetorical move during this part of his article. He is utilizing logic and objective evidence to appeal to the audience. His argument appears to be non-biased so that enhances the feeling of logos.

Diversity and integration

According to Aristotle, “More than any other technique, the use of metaphor will help you achieve a unique, clear, and interesting style” (2017) and Bogost uses this rhetorical move in his writing style. Bogost quotes Charles Isbell by noting that “Diversity is just membership and “Integration is influence, power, and partnership.” I think of the urban area that has an immigrant and refugee population that brings in individuals with different backgrounds. These areas are diverse however are they truly integrated?

Diversity may stimulate cultural understanding of unique backgrounds and viewpoints, but it doesn’t encourage inclusion. Keep in mind though this cultural understanding will only grow if these individuals intermingle with each another.

The rhetorical move of an implied metaphor is utilized in two ways diversity is compared to membership while integration is associated with partnership.

Computers as judges

Personification is a rhetorical move in which human attributes are given to animals, objects, or ideas. These human attributes can be in classified in form, behavior, feelings, attitudes, or motivation. Bogost makes use of this when he comments that computers have started issuing prison sentences. By assigning computers the title of judge we can recognize human behaviors and emotions in this inanimate object.

Conclusion

As Horace once said, “I will aim at a friendly style that others will think is easy enough to copy. But those who try will grind their teeth in frustration. What they don’t know is that it is the arrangement of the words that adds both power and elegance to the friendly style” (Harris, 2017). As I read the article, I appreciated not only the rhetorical moves but rather the friendly style as well as power in which Bogost conveyed the information and convinced the audience of his point of view as well as the power of interactive technology.

Reference

Harris, Robert A. (Robert Alan), 1950. (2017). Writing with clarity and style: A guide to rhetorical devices for contemporary writers. Routledge.

Expanding The Canon

Overview

In the Journal of Business Ethics Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen’s University and Dr. Greg Sears, Associate Professor of Human Resource Management and Organizational Behavior at the Sprott School of Business examine how CEOs convey the importance of diversity management and get their essential employees to execute it. While CEO dedication is seen as being vital to organizational diversity efforts, little is known about how CEOs communicate their priorities and mobilize their key organizational individuals to implement diversity management. It is acknowledged that an CEOs outward appearance of devotion to diversity endeavors in organizations is an essential key to success however when the CEO’s true unspoken priorities are signaled to key individuals in the organization what effect does this have on organizational diversity efforts? I hypothesized that if a CEO didn’t truly have a commitment to a diverse workplace, this unspoken opinion would negatively affect diversity management practices.

In this study, an integrative model with surveys was utilized which theorized that CEOs’ actual beliefs about diversity would be a predictor of the performance of diversity practices within the organization. The findings suggest that a CEO’s public words and actions alone are not adequate for the execution of diversity management practices. Key managers within the company must perceive the CEO as being authentically dedicated to workplace diversity for diversity management systems to be faithfully executed.

Media Thoughts

https://www.forbes.com/sites/carmenmorris/2020/08/11/8-things-any-ceo-can-do-to-advance-diversity-and-inclusion-right-now/?sh=421b26af5ac1

8 Things Any CEO Can Do To Advance Diversity And Inclusion Right Now

By Carmen Morris

This article can be read or listened to. It points out that many diversity and inclusion initiatives have been unsuccessful due to the absence of leadership commitment. It is the task of leadership to support the progress of diversity and inclusion. This is very much in keeping with this research of CEO’s support or lack of it leading to the success or failure of diversity efforts.

Analysis

This study was conducted to investigate CEOs’ true feelings regarding diversity management practices versus the politically correct, publicly stated ones of the company. A CEO’s genuine pro-diversity behaviors can indicate to the workforce if their view on diversity in the workplace is truly positive. The overall goal of this study was to reach an understanding of the influence of both CEO instrumental beliefs and moral values in predicting a CEO’s commitment to diversity and the enactment of workplace diversity practices. The stated objective and the result of this study have uncovered some interesting facts. This study included only Canadian firms.

In addition to the CEO the focus was on senior human resource managers because they are the ones usually assigned with implementation of organizational diversity efforts. If you think about the duties of each individual it makes sense since CEOs focus on an organization’s overall performance while HR managers are often tasked with implementing organizational directives such as complying with EEO/AA laws. “While CEOs play a lead role in initiating and supporting change, HR managers play a critical role in effecting and implementing change.” (Ng & Sears, 2020).

Ng and Sears appear to be developing theory for researchers to continue to expound upon. Their results highlight that both CEOs and HR managers play a crucial role in contributing to the success of organizational diversity efforts. One cannot be ignored or focused upon without the other. I think this research has brought to light that HR managers in particular must interpret the CEO’s words and actions as supporting and prioritizing diversity management. This interpretation comes not just from public pronouncements but rather from private actions supporting and prioritizing diversity management. CEO support is insufficient for organizations to move forward in diversity. HR managers, acting as change agents, must buy into the CEO’s values and thus play a vital role in the implementation of diversity management policies.

So, where do we go from here and what does this all mean? Future studies should include diverse companies in countries other than Canada to get a clearer picture of how generalized these study implications are. Also, it would CEO and HR manager demographic similarities and differences result in different outcomes? The CEO respondents were predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). The CEO’s average age was 53 years old. Fifty-four percent (54%) of the HR managers were female, 95% were Caucasian (95%), and their average age was 46 years old. One thing that is apparent, we need more diversity amongst CEOs and HR managers. Moreover, as future studies are contemplated, attempting to find organizations that have diversity in CEOs and HR managers…if that is possible.

CEO and HR Media Thoughts

Source: https://marketoonist.com/2018/08/diversity.html

Basically, how can we expect fresh innovative ideas when everyone looks, sounds and has the exact same backgrounds? In the study I evaluated…The CEO respondents were predominantly male (92%) and Caucasian (98%). The CEO’s average age was 53 years old. Fifty-four percent (54%) of the HR managers were female, 95% were Caucasian (95%), and their average age was 46 years old. Everyone is the same…no diversity! Fresh ideas anyone?

Research Methodology and Journal Impact Score

The way this research was conducted was via surveys. While surveys can be useful tools such as allowing large populations to be assessed with relative ease, I think it should be noted that to yield meaningful results, surveys require careful planning, time, and effort. The response rate for the study (22.3%) was low with a total of 286 organizations (matched pairs) completing both surveys. Therefore, the findings from this study should be interpreted with this response rate in mind.

The article is published in the Journal of Business Ethics which is a peer-reviewed academic journal. This is a highly respected publication with an impact score in 2020 of 5.77 and is a measure of the yearly average number of citations to recent articles published in that journal.

Media Thoughts

I found this media and clearly reflected that the surveys in my research study as well as many CEOs are …predominantly male (92%), Caucasian (98%), and possess an undergraduate or graduate degree (90%). So, we’re expecting leaders of diversity efforts to lead diversity efforts with no diversity in their ranks…hmmm.

Source: https://www.russellreynolds.com/insights/the-99th-floor/talent

To summarize as the title of this article states…it’s time to walk the talk on diversity. Organizations and employees from the CEO to the HR manager must understand how their actions as well as unspoken beliefs directly affect the implementation of diversity efforts.

Reference

Ng, E. S., & Sears, G. J. (2020). Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices: JBE. Journal of Business Ethics, 164(3), 437-450. http://dx.doi.org.libezproxy2.syr.edu/10.1007/s10551-018-4051-7

Expanding The Canon Draft

In the Journal of Business Ethics Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen’s University and Dr. Greg Sears, Associate Professor of Human Resource Management and Organizational Behavior at the Sprott School of Business examine how CEOs assign significance and get their essential employees to execute diversity management. While CEO dedication is seen as being vital to organizational diversity efforts, little is known about how CEOs communicate their priorities and mobilize major organizational individuals to implement diversity management. It is acknowledged that an CEO’s outward appearance of devotion to diversity endeavors in organizations is an essential key to success however if the CEO’s true unspoken priorities are signaled to the organization what is the effect on organizational diversity efforts? I hypothesized that if a CEO didn’t truly have a commitment to a diverse workplace, would this unspoken truth affect diversity management practices.

In this study, an integrative model with surveys was utilized which theorized that CEO’s actual beliefs about diversity would forecast the execution of diversity practices within the organization. The findings suggest that a CEO’s words and actions alone are not adequate for the execution of diversity management practices. Managers within the company must perceive the CEOs as being authentically dedicated to workplace diversity for diversity management systems to be faithfully executed.

Analysis

This study was conducted to investigate CEO’s true feelings regarding diversity management practices versus the politically correct, publicly stated ones of the company. A CEO’s genuine pro-diversity behaviors can indicate to the workforce if their view on diversity in the workplace is truly positive. The overall goal of this study was to reach an understanding of the influence of both CEO instrumental beliefs and moral values in predicting a CEO’s commitment to diversity and the enactment of workplace diversity practices. The stated objective and the result of this study have uncovered some interesting facts. This study included only Canadian firms.

In addition to CEO’s the focus was on senior human resource managers because they are the ones usually assigned with implementation of organizational diversity efforts. If you think about the duties of each individual it makes sense since CEOs focus on an organization’s overall performance while HR managers are often tasked with implementing organizational directives such as complying with EEO/AA laws. “While CEOs play a lead role in initiating and supporting change, HR managers play a critical role in effecting and implementing change.” (Ng & Sears, 2020).

Reference

Link to the article: https://www-proquest-com.libezproxy2.syr.edu/docview/2130628836?accountid=14214&pq-origsite=summon

Media

https://www.forbes.com/sites/carmenmorris/2020/08/11/8-things-any-ceo-can-do-to-advance-diversity-and-inclusion-right-now/?sh=421b26af5ac1

8 Things Any CEO Can Do To Advance Diversity And Inclusion Right Now

By Carmen Morris

This article can be read or listened to. It points out that many diversity and inclusion initiatives have been unsuccessful due to the absence of leadership commitment. It is the task of leadership to support the progress of diversity and inclusion. This is very much in keeping with my research of CEO’s support or lack of it leading to the success or failure of diversity efforts.

Another Media

I found this media and it reminded me that the surveys in my research study were…

predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). So, we’re expecting leaders of diversity efforts to literally have no diversity…hmmm.

Source: https://www.russellreynolds.com/insights/the-99th-floor/talent

Okay…one more media.

Basically how can we expect fresh innovative ideas when everyone looks, sounds and has the exact same backgrounds? In the study I evaluated…The CEO respondents were predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). The CEO’s average age was 53 years old. Fifty-four percent (54%) of the HR managers were female, 95% were Caucasian (95%), and their average age was 46 years old. Everyone is the same…no diversity! Fresh ideas anyone?

Source: https://marketoonist.com/2018/08/diversity.html

Discussion Questions Week of 6/28

1) Jason Fried does a great job explaining in an engaging manner “Why work doesn’t happen at work”. His goal appears to convince people that productivity occurs everywhere but at the office. I should be upfront as I analyze this talk I believe in certain circumstances I agree with him. Did he write this after the pandemic…he should have because it’s can be so true. It is clear from the audience reaction that they can relate to his story of workers attempting to find time and a place to accomplish work.

The strategy that he uses to explain his ideas is one of folksy stories. One of the big laughs that he got from the audience is “You don’t have workdays anymore…you have work moments.” He points out that special creative people need long stretches of uninterrupted time, well I’d point out that all workers may need longer stretches of uninterrupted time to accomplish effective work.

Jason is invoking the audience’s emotion to gain acceptance and approval for the ideas expressed. He stirs the emotions of many employees who might have simmering resentment of their supervisors by noting, “Managers jobs are to interrupt people and make sure people are working.” While that got a chuckle from the audience, I think a grain of truth was in the statement which caused the reaction.

He ends the talk with three provocative ideas that are intended to generate strong emotions.

1) Instead of casual Fridays…“No-talk Thursdays.” Just one Thursday a month with a period of “quiet time” prohibiting coworkers from talking to each other and limiting distraction. It’s better than a new computer.

2) Replacing active communication such as face to face conversation, with passive forms such as email, IM and collaboration tools.

3)If you have a meeting coming up…go ahead and cancel the meeting.

Throughout his talk, Jason speaks in a calm, relaxed manner. He walks across the stage with authority and confidence. He uses pauses effectively as he describes the stories, makes his point, but is not too wordy (thus losing his audience’s attention). By using a full, resonant voice, Jason conveys an air of knowledge and I am drawn to his talk as the audience was.

2) Margaret Heffernan’s talk is one of a speaker working with evidence. The overall theme of her TED talk is about the unstable planet that we exist in…how prophetic! In an engaging talk, Heffernan provides numerous examples of skills that should be developed in our unpredictable world along with examples of companies and almost frightening predictions of what occurred since she made the speech in 2019.

As evidence she mentions the Coalition for Epidemic Preparedness, CEPI. At the time of the talk, she commented that there will be more epidemics in future, although we don’t know the specifics so all we can do is prepare. Vaccines can be developed, knowing that we can’t predict which vaccines are going to work or which diseases will break out. However, some of those vaccines will never be used. While there’s a certain inefficiency to that it does mean that we have choices. Those choices mean the system is strong and healthy. I’m sure if she did the talk in 2021 she’d note the choices in vaccines that are available.

The bottom line according to Heffernan is the human skills are important in solving the problems of our unpredictable age. Margaret Heffernan walks the audience through her argument with examples from supermarket chains to the Bank of England to climate change. This talk was easy-to-understand and Heffernan conveyed the information with a passion that was clear to the audience.

Margaret Heffernan’s perspective is that of an entrepreneur, CEO, and writer. She is presently a Professor of Practice at the University of Bath School of Management in the UK. She teaches entrepreneurship, as well as mentors executives.

Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

In the Journal of Business Ethics Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen’s University and Dr. Greg Sears, Associate Professor of Human Resource Management and Organizational Behavior at the Sprott School of Business examine how CEOs assign significance and get their essential employees to execute diversity management. While CEO dedication is seen as being vital to organizational diversity efforts, little is known about how CEOs communicate their priorities and mobilize major organizational individuals to implement diversity management. It is acknowledged that an CEO’s outward appearance of devotion to diversity endeavors in organizations is an essential key to success however if the CEO’s true unspoken priorities are signaled to the organization what is the effect on organizational diversity efforts? I hypothesized that if a CEO didn’t truly have a commitment to a diverse workplace, would this unspoken truth affect diversity management practices.

Reference

Link to the article: https://www-proquest-com.libezproxy2.syr.edu/docview/2130628836?accountid=14214&pq-origsite=summon

Discussion Questions Week of 6/21

1) As I was searching for an article that would be appropriate for the canon, I utilized the “Summons” search engine. I was interested in “peer reviewed”, “full text online” “journal articles” “past five years”. I found this type of search was able to initially narrow down my selection. At this point, I could continue to narrow my choices with terms such as “organizational diversity.”

One of the aspects that was of particular interest was analyzing how CEO’s indicated their diversity management policies to the employees. I don’t mean the flashy brochures and signage but rather the unspoken – read between the lines message. Can we somehow ascertain what they’re really thinking? Now, we’ve recently had political figures that let us know exactly what they’re thinking but this is rare. Usually only a select few know their true intentions. I began to wonder, were the CEO’s truly serious or just giving the concept of organizational diversity efforts “lip service”? How does this commitment or lack of commitment within the company result in the successful execution of diversity programs?

2) Robert Austin and Gary Pisano in their article, Neurodiversity as a Competitive Advantage content that discriminatory practices against hiring individuals with neurodiversity result in organizations missing out on valuable employees whereas in the article Understanding Key D&I Concepts, authors Mark Kaplan and Mason Donovan’s objective is to assist employers in comprehending the how diversity and inclusion policies can have a positive influence on organizations however the good intentions of these policies may have unexpected results. It should be noted that Austin and Pisano report data from multiple organizations. On the other hand, although Kaplan and Donovan provide an engaging example of various policies that had unanticipated impact there are no authentic illustrations of managing bias.

One point that I found particularly compelling in the Kaplan and Donovan article was the concept that by failing to appropriately assess employees can impact diversity and inclusion. Regrettably diversity and inclusion groups without this necessary feedback fail to improve and develop. When I think back on this concept, I can remember several instances in which managers took this approach.

In the Austin and Pisano article is filled with examples of neurodiversity success in organizations and the unexpected benefit of managers developing a better working relationship with all employees. The soft-skills that sometimes are overlooked in managers are critical attributes when dealing with neurodiverse individuals.

Kaplan and Donovan Summary

Mark Kaplan (a principal for The Dagoba Group) and Mason Donovan (Managing Partner at The Dagoba Group, a diversity and inclusion consultancy that specializes in leadership development, unconscious bias and inclusion dynamics) write a compelling article on the intent– impact mismatch. They suggest that while organizations may have good intentions in their development of policies, these policies may have unexpected results. There are many different approaches to inclusion and diversity within organizations reflected by various methodologies. Kaplan and Donovan while exploring the daily routine of a female executive, discovered multiple instances during the day in which the concept of intent versus impact shows up. The article offers examples of situations that “Kim” finds herself in throughout a given day. While the intent of the organization may be to create an expeditious circumstance in which to perform her duties, the impact is that she is isolated from other employees, lacks critical feedback to all employees (including diverse employees) and projects an atmosphere of elitism.

This intent- impact difference reminds me of when a supervisor instituted a new policy at my work. This policy was under the pretext of improving the company culture, but the employees got the sense it was a surveillance situation. The impact was an increase in mistrust and decrease in morale versus intent of enhancement of efficiency. This is a cautionary tale as outlined by Kaplan and Donovan, for all organizations to carefully consider that good intentions can meet a bad impact and potentially cause unintentional consequences.