Response to #1
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!
