ODN Proceedings Intro

What is Gained by Attending to Diversity
Throughout the OD Process

Attending to diversity strengthens our OD work. Fundamental information necessary for a successful change consultation is more readily available at each step of the OD process when we remain aware of diversity. And, of course, much will be overlooked if diversity is not intentionally tracked throughout the process.

Taking a systems perspective

Enhanced ability to use multiple perspectives to gain a more complete picture of the organization. Greater ability to observe power in play. Greater attention to the interplay among departments, sub-units, and identity groups within a system.

Enhanced insight/skill in use-of-self and presence

Greater self-awareness and increased skill in using oneself as an instrument of change. Better understanding of our presence in groups and the common responses people of different identity groups have to us. Increased ability to read subtle dynamics. Increased authenticity, including with people of identity groups different then our own.

Making stronger connections

Enhanced ability to build rapport and trust with diverse constituencies from the first contact.

Improved intervention choices

Better awareness of likely consequences of choices, including potentially unintended consequences. Enhanced skill in choosing data gathering and group process methods and interventions that support all groups’ meaningful participation.

Maximizing stakeholder participation

Greater ability to create a place to dialogue and to demonstrate the integrity of the process by including often overlooked participants.

Enhanced ability to observe and affect group dynamics

Greater sensitivity to the unsaid, covert processes, and the voices not speaking up. Reduced likelihood that we will impact the group negatively by working unconsciously from our biases or ignorance.

From: Greene & Berthoud(Spring 2007) “OD IS Diversity: Differences Are at the Heart of the Field.”
OD Practitioner

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Ideas for Action on Diversity throughout
the Organization Development Process

Regardless of your experience supporting change on diversity issues, this partial list of ideas for action for developing a diversity lens and improving your work with diverse groups.

“Pre-Entry” (Continuous Learning)

Build increased self-awareness and skill in diversity by deeply exploring your own beliefs, values, blind spots, and biases. Do this through reading, attending workshops, requesting feedback, exploring your own upbringing and cultural background. Articulate the deepest values that motivate your work.
Join in diversity discussions. Purposely join (or create) groups where diversity is an intentional part of the conversation. Request feedback about your presence in groups.

Entry & Contracting

Notice who is in the room when decisions are made. What is the demographic composition of the client(s)? Noting who is involved with gatekeeping and contracting begins to give clues to power dynamics in the organization.

Note the quality of participation in contracting. How do parties converse and negotiate expectations? Who speaks up? Who appears motivated or not to proceed? Note whether the dynamics track by identity groups.

Data Gathering and Analysis

Identify the demographics of the organization. How are the various groups distributed in the organization, i.e., are women likely to be concentrated in certain functions or levels/ Make sure you see and hear any discrepancies in viewpoints from different demographic groups, in addition to views from people in different roles or hierarchical levels.

Determine what is rewarded in the organization. What does it take to be successful? Is there an embedded cultural bias, such that some groups are disproportionately more likely to be hired, fired, mentored, and/or promoted?
Explore potential concerns of different subgroups that may be interpreted as “resistance.” Be careful not to simply accept one group’s frame of another’s “resistance.”

Data Feedback

Make sure that the full picture is shared with all. Demonstrate the integrity of the process by including commonly overlooked participants.

Tell the truth. Name what you experience. Don't ignore, brush aside, explain away, or blame.

Implementation Design

Identify where diversity issues may come up. Consider and plan for potential unintended consequences.
Get support or additional resources, perhaps from a shadow consultant, support group, books, etc.

Implementation

Watch for dynamics in the group related to diversity, and where useful, name what you see.

Re-contract and redesign as needed.
If you won’t or can’t discuss a diversity issue in the moment it arises, emphasize that the concerns have been heard and negotiate how the issue will be followed up , even if you won't do the follow-up work.

Evaluation/Closing

Include diversity as part of the evaluation with the client. Openly discuss the impacts of the consulting project for different identity groups. Consider what has been accomplished and what requires follow-up.
Debrief with team members and colleagues to grow and develop as a professional.

From: Greene & Berthoud(Spring 2007) “OD IS Diversity: Differences Are at the Heart of the Field.”
OD Practitioner

Summary of the Diversity Diamond Model

Incorporating diversity is a multifaceted undertaking that affects all aspects of an organization. Many groups begin by asking a seemingly straightforward question, such as, “What issues or programs should we initiate in order to attract more people of color (or women, city dwellers, people different income levels, etc.) into our organization?” As the Diversity Diamond model below shows, several components must be addressed if incorporating diversity is to be successful. The model is useful for assessment, indicating areas for action and what kinds of results to expect from different types of action. (For an article describing the model in full, go to

Facets of the Model

Organizations are complicated entities, so it is not surprising that diversity initiatives are also complex. As shown in the diagram, the Diversity Diamond represents several dimensions of organizational life and makes connections to diversity work. First, attention can be focused at the level of individuals in the organization or on the organization as a whole, represented by the vertical axis: Individual Focus – Organization Focus. There is also an External Focus (how organizations or individuals interact “outside themselves” with others) and an Internal Focus (the “inner workings” of organizations or individuals). This distinction is represented by the horizontal axis. Within these four focus areas of the Diversity Diamond are the following five dimensions:

1.External Relations are what the organization does out in the world. These are the ways the organization makes itself known in the community; it is the reason people give for the organization’s existence. The products and services it offers must meet the diverse needs of its various constituencies, customers, vendors, partners, and other interested parties. This facet describes an external focus at the organizational level. Groups interested in becoming more diverse often start here – they ask how they can best “outreach” to communities they are interested in.

2.Organizational Culture describes the “ways of the organization” that constitute its particular style. The culture facet includes the formal and informal structure, procedures, systems, and policies of the organization, and whether they support the full incorporation of the skills, experiences and modes of interaction that diverse people bring. For example, recruitment efforts are wasted without equal attention to retention, which requires examination of the internal workings of the organization. Many organizations have successful recruitment drives, but the new members will leave quickly if they find that the organization is not as welcoming as it appeared during the recruitment campaign.

3.Interaction refers to the quality of relationships between individuals, or an external focus at the individual level, and focuses attention on how individuals relate to other individuals. This facet includes ways to communicate effectively across differences, build relationships, resolve conflicts, and jointly solve problems and face challenges. Effective interaction—that is, the ability to engage and work productively with people from various backgrounds—is necessary for building the inclusive organization. Attention to this facet encourages learning to interact respectfully and openly with those who are different from us.

4.Self-awareness highlights an internal focus at the individual level (the “inner life”), which refers to increasing understanding of one’s own cultural background, values, vision and perceptions. Self-awareness means acknowledging one’s own personal beliefs, attitudes, assumptions, and behaviors. Everyone is part of the diversity picture, and through self-reflection, the individual learns to see that diversity is about “me” as much as it is about “them.” Self-awareness is understanding how “I” contribute to the dynamics of diversity, and includes taking responsibility for one’s own contribution to the challenges and opportunities of working effectively with people different from oneself. For example, even though I am a caring person, I may express biases that I’m not even aware of. With attention to self-awareness I can learn about my biases and choose more effective behaviors.

5.Continuous learning involves applying learning in one facet to all others. It is consciously seeking knowledge and experience in all component areas to enhance the overall diversity process. Organizations may try to begin a diversity effort by creating new programs only to learn that they have not mastered effective interaction and that their organizational culture is itself not welcoming of diversity. Through interaction with someone else a person may realize the need to take broader action at the organizational and community levels. In all cases, there is always the opportunity and need to learn and develop in all of the facets. The work is rich and ongoing; that’s what makes it exciting.