Expanding the Canon

In “Researching Developmental Disabilities”, Szumski, Smorgorzewska, and Grygiel explore the attitudes that arise with students against peers that have disabilities. They conduct an experiment with a random sample of about 1500 Polish students in middle school through a questionnaire. They had a few different hypotheses and corresponding variables to help test them. They test students in two different types of classrooms, in a traditional one that does not have students with disabilities and in an inclusive one. The authors also included a large spectrum of different types of special needs and disabilities, such as: intellectual or physical disability, autism, hearing or visual impairment, social maladjustment, behavioral disorders, and students with multiple disabilities. The goal of this study was to educate schools and students who are working with disabled students and how to make them feel like everyone else. After concluding their research the authors use their evidence to explain the best ways to accomplish this.

Screenshot from Has Inclusion Gone Too Far? on https://www.educationnext.org/has-inclusion-gone-too-far-weighing-effects-students-with-disabilities-peers-teachers/ This graph is showing the percentage of students with disabilities that are included in a general or “traditional” classroom. It proves the authors point that an inclusive classroom is the best space for students with disabilities to feel included.

The authors used the “Multidimensional Attitudes Scale Toward Persons with Disabilities” (MAS), to analyze the attitudes and the “Commitment to Ethical Goodness Scale” (CEG), to analyze moral identity of the students individually and at a classroom level. To analyze the attitudes of the students the MAS measure is in a way a short story where a person encounters someone who has a physical disability. They then wait with them in a one-on-one situation and questioned through three groups: emotions, cognitions, and behaviors. The students answered each question on a five-point scale of the likelihood that each and any of the dimensions had been raised. To analyze moral identity of the students the CEG measure was a self-reporting questionnaire with 15 different statements. There were three different dimensions of morality included: moral locus of control, ethical goodness, and ethical self-regulation. The authors then used the five-point scale again to see whether the students agreed or disagreed with the statements on both an individual level and of each class.

Screenshot from Applying the Contact Theory in Inclusive Education: A Systematic Review on the Impact of Contact and Information on the Social Participation of Students With Disabilities on https://www.frontiersin.org/articles/10.3389/feduc.2020.602414/full. This chart shows what can cause the attitudes of peers of students with disabilities and what those attitudes lead to when they are positive.

The authors concluded that moral identity is a regulator of a person’s behavior. Moral identity also allows for an improvement of the cognitive attitudes towards peers with disabilities better in an inclusive setting. Importantly, they note that classes where students contain a developed moral identity promotes commitment to the attention of others. They then note ways that their results can be used for change within the educational system to allow students with disabilities to feel less like they are being treated differently by their peers and feel more like they are just like their peers, which they are. They also acknowledge limitations that were present in the study like using a cross-sectional scheme, assessing explicit attitudes and not the analysis of implicit attitudes, primarily focusing on inside the classroom and ignoring what happens outside of it, and they studied only one culture as opposed to multiple. By taking note of both of these inconsistencies makes the authors an extremely reliable source.

The importance of this study is to show that the reason students with disabilities feel neglected and excluded in the classroom and in the future, in the workplace is because of the way their peers treat them. They grow up thinking that they are different and maybe not as good as their peers. This is also important in the idea of organizational culture because I believe that the definition of organizational culture is that it is when there is a diverse group of people working together to achieve one goal. I think that having such a diverse group of people allows for different ideas that some people may not have thought of. Eventually when these students work in the real world and need to solve problems and or create topics and ideas for their companies, they will have different ideas than students without disabilities because they have had different experiences and challenges in life that people without disabilities probably never even thought twice about.

Screenshot from Inclusive Education on https://www.steppingstoneskenya.org/new/welcome/inclusive-education/. It is important to end a division among students who need a little extra help to succeed and students who do not. Needing accommodations does not make them any less smart or accomplished.

Grzegorz Szumski, Joanna Smogorzewska, Paweł Grygiel. Attitudes of students toward people with disabilities, moral identity and inclusive education—A two-level analysis. Research in Developmental Disabilities. Volume 102, 2020. https://doi.org/10.1016/j.ridd.2020.103685.

Expanding the Canon

In Bowen, Haverkamp, and Nye’s “A call to action: Preparing a disability-competent health care workforce” from the Disability and Health Journal, the authors successfully illustrate two initiatives that would eliminate the failure of competence towards those who are disabled as well as their essential care. The authors dissect why the needs of those who are disabled aren’t met by evaluating the preconceived notion caretakers have towards them. It is stated that their misunderstanding is a result of a biased mindset, where caretakers believe those with disabilities have a lower quality of life and function and have low expectations for their health which results in less urgency towards proper care. The authors come up with two initiatives that would alleviate the stress and pain patients with disabilities go through every day, and would in exchange, make them feel more comfortable and heard.

The urgency of these initiatives also circles back to hopes of systematic change and dismantling dishonest organizational culture. The article mentions that the systematic organizational framework in this country has disrupted the development and growth of disability healthcare. The first initiative to tackle this, the Disability Competencies, would demonstrate adequate and accessible health care. It would establish learning objectives and core foundations for health care workers, increasing understanding and urgency. The DCC (Disability Competent Care) would consist of continuing education training and bettering it as a whole. The Disability Competencies provides a set of skills and behaviors needed to provide accommodating health care towards those who are disabled. Through various studies, this framework was proven successful and applied to the full range of disabilities.

The DCC offers structure in educating the health care workforce and addresses the patient as an equal, not by their disability. The authors found that when health care workers have this preconceived notion, they don’t perform as strongly towards their patients, resulting in unfair health care and decreased mental health. I realized that when the patient’s mental health goes down, the health care workers then assume this is all a part of their disability when really, it is a reflection on them. The DCC and the Disabilities Competencies are so important because with a set of skills, behaviors, and reformed education, health care workers can finally take responsibility for lacking tremendously.

Bowen et al. acknowledge that the incompetence seen is due to systematic instability and that their initiatives would develop a foundation for practical, tangible change. I believe these initiatives need to be required and that healthcare licensure should be reevaluated the same way recruitment in the business workforce should, which we have seen in Pisano’s article. We need to re-evaluate the systems that have been set in place, as well as implement structured sets of skills in all places of work. New frameworks need to be created where there are no loopholes for privileged, selfish people in power.

Seen through these repeated injustices among various minorities, instability is systematic and lacks simple human understanding of one another, and the ability to work with each other as equals. I believe this article brings to the conversation another form of injustice that includes the same unstable framework as the ones we have seen. In order to conquer all minority injustices, it is safe to say that letting go of assumptions, implementing structure, and reforming education would finally acknowledge diversity and create big steps towards competent systematic change.

The video clip provided offers you a personal view of patients with disabilities that have undergone incompetent health care. I believe the human connection, as well as the real desire for it, is so beneficial when it comes to understanding one another and bettering a circumstance. In this video, you are able to see how good, fair healthcare for those with disabilities can really make a difference in someone’s life. You will notice health care workers acknowledging the importance of a patient. You also will notice how simple understanding and patience are needed to make a patient happy and content, furthering my point that small steps can go a long way towards competent healthcare and equality.

Works Cited:

Bowen CN, Havercamp SM, Karpiak Bowen S, Nye G. A call to action: Preparing a disability-competent health care workforce. Disabil Health J. 2020 Oct;13(4):100941. doi: 10.1016/j.dhjo.2020.100941. Epub 2020 May 14. PMID: 32467076.

Expanding the Canon Draft

In the research of Researching Developmental Disabilities, Szumski, Smorgorzewska, and Grygiel explore the attitudes that arise with students against peers that have disabilities. They conduct an experiment with a random sample of about 1500 Polish students in middle school through a questionnaire. They had a few different hypotheses and corresponding variables to help test them. They test students in two different types of classrooms, in a traditional one that does not have students with disabilities and an inclusive one. The authors also included a large spectrum of different types of special needs and disabilities, such as: intellectual or physical disability, autism, hearing or visual impairment, social maladjustment, behavioral disorders, and students with multiple disabilities. The goal of this study was to educate schools and students who are working with disabled students and how to make them feel like everyone else.

Screenshot from Has Inclusion Gone Too Far? on https://www.educationnext.org/has-inclusion-gone-too-far-weighing-effects-students-with-disabilities-peers-teachers/

The authors used the “Multidimensional Attitudes Scale Toward Persons with Disabilities” (MAS), to analyze the attitudes and the “Commitment to Ethical Goodness Scale” (CEG), to analyze moral identity of the students individually and at a classroom level. To analyze the attitudes of the students the MAS measure is in a way a short story where a person encounters someone who has a physical disability. They then wait with them in a one-on-one situation and questioned through three groups: emotions, cognitions, and behaviors. The students answered each question on a five-point scale of the likelihood that each and any of the demensiones had been raised. To analyze moral identity of the students the CEG measure was a self-reporting questionnaire with 15 different statements. There were three different dimensions of morality included: moral locus of control, ethical goodness, and ethical self-regulation. The authors then used the five-point scale again to see whether the students agreed or disagreed with the statements on both an individual level and of each class.

The authors used a multilevel analysis to analyze the relationship between morality, attitudes towards students with disabilities, and the educational setting. They looked at the variables at an individual level and with each model they added more. The main idea of this study was to discover the importance of moral identity development among students. The authors analyzed it at a classroom level, an individual level, and through the cross of the two. They discovered that at an individual level, moral identity reduces negative attitudes in all three dimensions; however, the relationship between them is weak. Between the two different types of classrooms, students in an inclusive class had more positive attitudes than students in a traditional classroom. This was a strong relationship but only in the affective dimension. When analyzed at a classroom level, moral identity had a week relationship with the behavioral dimension, a moderate relationship with the affective dimension, and a strong relationship with the cognitive dimension. Importantly, the note that, classes where students contain a developed moral identity promotes commitment to the attention of others.

The authors concluded that moral identity is a regulator of a person’s behavior. Moral identity also allows for an improvement of the cognitive attitudes towards peers with disabilities better in an inclusive setting. They then note ways that their results can be used for change within the educational system to allow students with disabilities to feel less like they are being treated differently by their peers and feel more like they are just like their peers, which they are. Then they acknowledge limitations that were present in the study like using a cross-sectional scheme, assessing explicit attitudes and not the analysis of implicit attitudes, primarily focusing on inside the classroom and ignoring what happens outside of it, and they studied only one culture as opposed to multiple.

Screenshot from Inclusive Education on https://www.steppingstoneskenya.org/new/welcome/inclusive-education/

https://www.sciencedirect.com/science/article/pii/S0891422220301153

EC Draft

In Is it safe to bring myself to work? Understanding LGBTQ experiences of workplace dignity, Baker and Lucas, both researchers interested in social identity and workplace dignity, claim that people who identify as non-heterosexual and non-cis gender will likely face bullying, discrimination, harassment, hurtful jokes and taunts, and ostracism throughout their careers. To understand the extent and effects of homophobic, transphobic, and queerphobic attitudes of employers and coworkers, the authors conducted semi structured interviews with 36 LGBTQIA+ working adults. The authors coded the responses into four categories of identity sensitive dignity threats experienced by LGBTQIA+ individuals in the workplace: social harm, autonomy violations, career harm, and physical harm. Additionally, the authors presented protection strategies that LGBTQIA+ members in the workforce can implement because of the clear threats to their safety and security. These strategies are avoiding harm by seeking safe spaces, deflecting harm with sexual identity management, offsetting identity devaluations by emphasizing instrumental value, and creating safe spaces for authenticity and dignity. The authors advocate for widespread education regarding the struggles faced by LGBTQIA+ in the workforce as well as change within organizations to be more inclusive and respectful.

These statistics look at the different reasons why LGBTQ+ are not “open” in the workplace

A screenshot from…

A Workplace Divided: Understanding the climate for LGBTQ Workers Nationwide, published by the Human Rights Campaign Foundation.

This media consists of multiple easy to read graphic designs that highlight important statistics and information about LGBTQIA+ workplace disparities.

Video: How to be a good LGBTQIA+ Ally

Educate yourself on the community (this includes terminology)
Do not make assumptions
Do not ever out someone
Be conscious of your language
Do not let slurs slide in others
Do not let others to make queer-phobic jokes
Stand up for others
Make space for LGBTQIA+ community

PERSONAL COMMENTARY: X

Works Cited: X

The Life of a Veteran: What Comes After Service?

“The association between unemployment status and physical health among veterans and civilians in the United States” by Than V. Tran, Julie Canfield, & Keith Chan makes a sound argument supporting the increase of vetrean employment programs in order to reduce the negative health impacts of being unemployed. Throughout the article, the author’s emphasize the health disparities that can arise from unemployment as well as the the hardships unemployed people have to go through in order to join the workforce. This process becomes increasingly burdensome for veterans due to their need to adjust to civilian life not to mention any other outstanding medical issues they may have gained while serving.

Tran, Cainfelid, and Chan relied on the evidence found in the “Interaction effect of employment status and veteran/civilian status” study. “This study hypothesized that the status of being unemployed would have an adverse effect on physical health across the populations, but specifically, this effect would be greater for veterans compared to non-veterans.”. Through this, the authors are “expanding the canon” of diversity and inclusion by adding to the collection of works created with the intent of increasing public awareness of the struggles that marginalized people face as a result of the current systems of America.

This article, in conjunction with others that make up the canon of diversity and inclusion, have enlightened me on the privileges that I have and the struggles of those who are different then me. Because of this I have been inspired to further my research in order to engage in meaning full forms of activism that spread awareness of these issues and bring about change. One of the most striking pieces of work that I have uncovered in my search was this Ted Talk that focused on the struggles of the shift from military to civilian life. In the video Brian O’connor, a United States Marine Corps veteran, makes an analogy between the dissociation of identity that he felt after service in which he says “This bryant outfit doesn’t fit anymore, its like I stole a young kid’s clothes”. This quote allowed me to experience a fraction of what it feels like to be a veteran.

References:

Tran, T. V., Canfield, J., & Chan, K. (2016). The association between unemployment status and physical health among veterans and civilians in the United States. Social Work in Health Care, 55(9), 720–731. https://doi.org/10.1080/00981389.2016.1191582

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).

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. So, we need more diversity in future studies.

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.

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

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

Expanding the Canon Draft

Algorithm-Driven Hiring Tools: Innovative Recruitment or Expedited Disability Discrimination? by Lydia X. Z. Brown, Ridhi Shetty and Michelle Richardson, presents us with a compelling report on the consequences AI based assessments have on employment of the disabled. Many of us revel in all the latest advancements in technology. We think the more tech, the better. Brown, et al., however, immediately set about clearing up any misperceptions we may have had about the neutrality and fairness of artificial intelligence-based hiring tests. We are treated to an informative and eye-opening breakdown of all the different types of tools and tests currently being used for hiring. Although it is not expressly noted by Brown, who is autistic and an expert on disability rights and algorithmic fairness, it is clear neurodivergent employment candidates have a high potential for being discriminated against via these tests. The authors also make certain to share with us that many employers do not realize how biased these tests can be. Hence, Brown, et al., spend a great deal of time pointing out the numerous ways an employer could be held liable for discrimination under the Americans with Disabilities Act (ADA)¹. As such, this report proves to be a valuable resource for self-advocates and employers alike. Although, it is important to note that it was prepared by the Center for Democracy, an advocacy group who focuses on equity in civic technology and digital privacy/data among other things.

More than anything else, this paper is an exercise in both empowerment and how to be an anti-ableist in the hiring process. It educates us on the use of personality tests, face and voice recognition and resume screening for patterns. The authors remind us that algorithms are created by people and people have bias, hence there are biased algorithms. We are provided with shocking statistics such as,

“76% of companies with more than 100 employees use personality tests.”

“An estimated 33% of businesses use some form of artificial intelligence in hiring and other HR practices.”

“The employment rate for people with disabilities is about 37%, compared to 79% for people without disabilities.”

We learn that candidates are ultimately chosen, not by a human, but by a machine. Machines ignore nuances and context and lack empathy. Just as the articles we read in class helped enlighten us on what unconscious bias and inclusion are, Brown, et al., are resolute in persuading us that the abilities many of us take for granted, like good eye contact, could make us blind to how disabled people (autistic in this case) are forced to maneuver the employment landscape.

The authors offer us insight into how the intersection of people’s disability, race and socioeconomic status leads to hiring discrimination. This is something our class might want to further explore. As mentioned earlier, Brown, an autistic person who also possesses intersecting identities, is a champion for equity in hiring. They appeared in HBO Max’s documentary² “Persona: The Dark Truth Behind Personality Tests” where they elaborated on the devastating effects of digital hiring assessments on neurodivergent people and other marginalized groups. Not only will disabled readers see that Brown, is like them and advocating for them, but the authors hope to appeal to our ability to empathize with people unlike ourselves. Brown, et al., also “walk the walk” by providing a plain english version of their report and offering solutions (like using disabled software developers) based on Civil Rights Principles for Hiring Assessment Technologies³

Some may say the report itself is biased. But is it bias if you’re telling the truth?

Footnotes

Source:

https://cdt.org/wp-content/uploads/2020/12/Full-Text-Algorithm-driven-Hiring-Tools-Innovative-Recruitment-or-Expedited-Disability-Discrimination.pdf

42 U.S.C. § 12112(b)(6) (2018); 29C.F.R. § 1630.10(a) (2019). Three other ADA provisions similarly prohibit disparate impact of people with disabilities. These prohibit (1) limiting, segregating, and classifying an applicant or employee in a way that adversely affects their opportunities or status because of their disability; (2) contractual or other relationships that have the effect of disability discrimination (a simple agency theory of liability); and (3) utilizing standards, criteria, or methods of administration that have the effect of disability discrimination. 42 U.S.C. § 12112(b)(1)-(3) (2018), 29 C.F.R. § 1630.5-.7(2019).
HBO Max, Persona the Dark Truth Behind Personality Tests Persona | Official Trailer | HBO Max – YouTube
See Leadership Conference on Civil & Human Rights, Civil Rights Principles for Hiring Assessment Technologies (Jul. 2020), https://civilrights.org/resource/civil-rights-principles-for-hiring-assessment-technologies/.

E.C unit 1 Draft

Neurodiversity Studies: A New Critical Paradigm written by Hanna Bertilsdotter an associate professor in sociology ,Nick Chown a book indexer who researches and documents his findings on Autism , and Anna Stenning a welcome trust research fellow in humanities and social sciences, explore the world of Neurodiverse people and the challenges they face in the workplace. Through their extensive research the authors have been able to maintain their stance of supporting the “Neurodiverse movement”. They reiterate throughout their writing that neurodiverse people, no matter how qualified they may be, face many obstacles when searching for employment. There has been evidence from the PARC, an organization which collects research on autistic people ,that has shown that even when a person with autism holds a doctorates, they are rarely able progress to further research and lecturing contracts. The writers attribute this to the invalidation of “impaired bodies” making neurodiverse people constantly struggle to establish credibility due to the ableist viewpoint prevalent in society today. It was also mentioned that when a study was conducted, many neurodiverse employees have admitted that they have been in situations in the workplace where in order for them to fit in they felt that it was necessary that they mask any characteristics that might indicate to others that there were different. The writers contend that in order for this to be rectified, there must be an emphasis on inclusion in these spaces so these employees can feel safe and work their best.

This article was written with the intention of educating readers about neurological differences and how they don’t limit people from functioning and completing the same tasks as everyone else. Since people cannot seem to look over neurodiversity and appreciate what these people are able to contribute, oftentimes they are treated as if they are beneath everyone else and are not able to showcase their capabilities. It was mentioned in the Austin and Pissano article that since many neurodiverse people do not exhibit the standard “good employee” behavior through characteristics such as “solid communication skills, being a team player, …” they are unfairly screened out and excluded from job opportunities. This article has educated me on methods of including neurodiverse people rather than excluding them. Many people with autism especially have trouble adjusting their vocal tone and pace to match the conversations they partaking in so we can learn to realize the differences in our communication skills so that we don’t misinterpret vocal/motor traits as aggression. We can also make changes in the workplace environment to make neurodiverse people more comfortable in their space such as holding shorter meetings or regulating noise levels. Small changes over time can have everlasting impacts so it is important to take action now and implement more inclusive environments.

In this ted-talk, Tashi Baiguerra a 21 who has been diagnosed with autism mentioned something that stood out to me a lot. Tashi said “Most autistic people don’t actually suffer from our autism. We suffer from the way the world sees and treats our autism. To the world my brain is broken…But my brain is not broken.”. Neurodiversity should be recognized as another thing that makes people different but does not make them any less capable than others. It Is hard for many people to accept all the things that make us different however until we learn, we won’t be able to progress and become the society we have the potential to become.

Expanding the Canon Draft

In the majority of workplaces across the globe, diversity seems to be a problem, evident in the large disproportion of minorities in positions of power or even in minor company roles. Specifically, the police force is an organization that struggles with diversity. These two charts show that, while there has been a slight increase over the decades, much can be done to improve.

These two statistics show how small the percentages of women and other minorities are in local police departments.

Three women Debra Langan (Criminology Professor), Carrie Sanders (Criminology Professor), and Tricia Agocs (a citizen who worked in police services for 10 years) wanted to delve into the treatment of women in the Canadian police force to bring awareness towards the issues female police officers often face, especially during pregnancy. The police force is already a predominantly male profession, so women are, like Kaplan and Donovan stated, an outsider group within the larger organization. To determine real life examples, Langan et al created a study which, while it only featured 16 Caucasian females from across Ontario, Canada, the authors acknowledged this small size throughout the article. However small the sample size, the majority of the women reported a poor work environment, in addition to stating that the culture and management is inadequate and in much need of improvement. This is evident in the study conducted where “one in five [officers] … think about leaving their current police force from once a week to several times a week”. Women often push themselves extremely hard, believing that they need to prove themselves more to show that they deserve to be there. When considering becoming pregnant, one woman stated that it was very important to make sure that you have proved yourself because if you get pregnant too early, then you would be looked down upon by colleagues. It was a fear for many policewomen that, by announcing their pregnancy, it meant judgment from everyone, and when a woman was on maternity leave, their coworkers often had to take over the mother’s work, which further caused poor feelings. When returning to work, the policewoman now needs to reprove herself to try and remove herself from the new demoted position because after time off she might not be an adequate police officer anymore. So instead of just proving herself once, earning her way onto the force, she now must do it again, even though all her coworkers already know what she is capable of. Langan et al want the police departments across Canada to address these issues and expectations for women due to their unfair treatment. There needs to be change and therefore the authors chose to broach this diversity topic.

Many of the articles we have previously explored mentioned the various issues regarding diversity in the workplace. I wanted to expand on the discrimination that we saw females face in the Kaplan and Donovan article when the executive looked down on the other workers, so I chose a specific career that I knew often contained a lot of bigotry. Hearing the examples these 16 women gave to show how they are treated was very eye opening and it became clear how brave they are for staying especially since many considered quitting. This study was conducted in Canada about five years ago. It is unfortunate that, despite all this evidence showing the problems and where the department can be improved, nothing significant changed. Problems with diversity within the police force still prevail everywhere. Three years after the study, this particular TEDtalk, linked below, gives additional evidence on how females face discrimination in the police, only this time, it is focused on the United States.

A TEDtalk from a woman that has been a US officer for the past 25 years and has worked her way from officer to chief. She talks about the benefits to having women on the force based off statistics and how females are still being discriminated against.

In this TEDtalk, a policewoman who has been in the force for 25 years reveals that a very high percentage of women fail out of the academy due to unfair regiment that favor males over females and have very little to do with what officers will face during their actual career. This means that out of all American police officers, only about 13% are women, which has statistically been very steady for around the past two decades. This number is incredibly low especially given the amount of data the TEDtalk gives that shows how valuable they are.

The reason I chose these pieces of media was to give evidence to our much-researched topic of the lack of diversity in workplaces. It is important to see these real world examples, how discrimination impacts daily life, and how little has been done to stop it. More awareness is necessary to fix this issue, which is why we need to keep spreading the media being researched in class.

Article citation:

Debra Langan, Carrie B. Sanders & Tricia Agocs (2017) Canadian Police Mothers and the Boys’ Club: Pregnancy, Maternity Leave, and Returning to Work, Women & Criminal Justice, 27:4, 235-249, DOI: 10.1080/08974454.2016.1256254

Expanding the Canon Draft

Strategic Diversity Leadership

In “Strategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend” (Journal of Management, September 2020), Luis L. Martins shines a spotlight on the role that top executives play in shaping organizational culture and driving organizational performance. In this paper, he discusses his findings from an extensive literature review of contemporary research on strategic leadership and workplace diversity and inclusion, work that led him to develop a new framework he calls “strategic diversity leadership.” His purpose is to share this framework with organizational leaders who are seeking competitive advantage as well as his academic peers to inspire further study.

As a professor and chair of the management department at The University of Texas at Austin, Martins knows a thing or two about organizational cultures and organizational performance. Over a 30-year academic career, he has conducted research and written extensively on the factors that drive innovation, change, and performance, including diversity and inclusion. He has also consulted for dozens of clients, such as Coca Cola, FBI Crime Labs, Samsung, and Waffle House, to test solutions in the real world. Business and academic leaders know that when Martins finds a new way of solving a problem, it is worth taking a closer look.

A missing link

There is a significant body of research that shows diversity leads to better organizational performance, but there is also evidence that shows the implementation of diversity and inclusion programs do not always lead to the desired results. Martins defines the diversity dividend as “the enhancement in an organization’s performance that is attributable to its diversity” (1192). When he investigates why the diversity dividend is not realized, he discovers a missing link between the traditional role of top executives and the role they must play in their organization’s diversity and inclusion efforts. If Martins is right, which I believe he is, implementing a strategic diversity leadership framework to close this gap is the key to better performance.

Leaders must lead

Martins defines strategic diversity leadership as “the shaping of the meaning of diversity within an organization by the organization’s senior leaders” (1194). Martins’ strategic diversity leadership framework is extremely useful because it directly links the role of senior leaders to the efforts and outcomes associated with the organization’s diversity and inclusion initiatives. Because they hold positions of authority, Martins asserts, top executives have both the platform and the responsibility for realizing the benefits of a diverse workforce. That is to say, supervisors and other employees can only do so much if the organization’s top executives do not lead the way.

Fig. 1. Strategic diversity leadership framework showing the link between traditional senior leader roles and organizational diversity initiatives (Martins 1195).

Martins argues that senior leaders must use the power of communication to establish a vision and articulate that the “current state is unacceptable” (1198). He also argues that senior leaders must participate in public activities that promote diversity and inclusion, including rituals and ceremonies (1198-1199). In other words, top executives must symbolize the value of diversity and inclusion through both words and actions. Only by taking full responsibility for the design of the organizational culture can senior leaders create organizational performance that maximizes the diversity dividend.

The strategic diversity leadership framework Martins proposes is important because it shifts our focus for solving organizational culture challenges from the level of supervisors, staff, policies, and tasks to the level of executives, vision, strategy, and organizational design. Martins is telling us that those who hold the most power in an organization also hold the most responsibility and they must be held accountable. I couldn’t agree more. While the strategic diversity leadership framework holds great potential for bringing about change, Martins understands that he is breaking new ground and proposes further study to finetune his theories and reveal additional insights. I look forward with optimism to seeing his ideas confirmed.

Works Cited

Martins, Luis L. “Strategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend.” Journal of Management, 1 September 2020, pp. 1191-1204, https://doi-org.libezproxy2.syr.edu/10.1177/0149206320939641.

“Luis Martins Biography.” The University of Texas at Austin, McCombs School of Business. https://www.mccombs.utexas.edu/execed/faculty/luis-martins.