Chapter 2 What Is Diversity? Definition and Terms Any useful discussion of the topic of diversity must start with a fundamental clarification of the term. The term diversity itself has a number of different interpretations. Diversity can be defined as a "collective mixture characterized by differences and similarities that are applied in pursuit of organizational objectives." Diversity management then can be defined as "the process of planning for, organizing, directing, and supporting these collective mixtures in a way that adds a measurable difference to organizational performance." Diversity and its mixtures can be organized into four interdependent and sometimes overlapping aspects: Workforce diversity, behavioral diversity, structural diversity, and business diversity. Workforce diversity encompasses group and situational identities of the organization's employees (i.e., gender, race, ethnicity, religion, sexual orientation, physical ability, age, family status, economic background and status, and geographical background and status). It also includes changes in the labor market demographics. Behavioral diversity encompasses work styles, thinking styles, learning styles, communication styles, aspirations, beliefs/value systems as well as changes in the attitudes and expectation on the part of employees. 27 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 The Manager's Pocket Guide to Diversity Management Structural diversity encompasses interactions across functions, across organizational levels in the hierarchy, across divisions, between parent companies and subsidiaries, and across organizations engaged in strategic alliances and cooperative ventures. As organizations attempt to become more flexible, less layered, more team-based, and more multi- and cross-functional, measuring this type of diversity will require more attention. Business diversity encompasses the expansion and segmentation of customer markets, the diversification of products and services offered, and the variety of operating environments in which organizations work and compete (i.e., legal and regulatory context, labor market realities, community and societal expectations/relationships, business cultures and norms). Increasing competitive pressures, globalization, rapid advances in product technologies, changing demographics in the customer bases both within domestic markets and across borders, and shifts in business/government relationships all signal a need to measure an organization's response and impact on business diversity. As you can see, diversity is a mosaic of mixtures that includes everyone, representing their differences and similarities, and the variety of processes, systems, and aspects of the global environment in which the organization must respond. An organization's inherent bias about diversity can cloud the definition and is often reflected in the way it is positioned and defined by executives and managers. When executives and managers have not internalized the important message that diversity includes everyone, their comments frequently imply that "white males need not apply." In many organizations, diversity has been positioned to focus on women and people of color, therefore a "diverse person" in such an organization cannot be a white man. 28 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 Chapter 2: What Is Diversity? Some organizations use diversity as a shorthand for a variety of characteristics such as learning style, individual thinking style, and so on, but often leave out issues of differences involving race, gender, age, physical abilities, and sexual orientation. In any event, the definitions are less comprehensive than they should be to address the real opportunities and complex issues that diversity offers. Given today's workplace and marketplace challenges, with fierce competition for talent and market share, market pressures for responsiveness, etc., diversity offers many opportunities and advantages. The entire organization must clearly understand what diversity and diversity management truly mean and realize that diversity involves everyone. Primary and Secondary Dimensions A fundamental error that some people make is thinking diversity is synonymous with the word culture. They think diversity focuses on "what Hispanics do in their culture" or "what women want." This approach is inherently flawed because it reinforces stereotypes, which those who truly value diversity are trying to eliminate. People come in a variety of shapes, sizes, and colors. This variety is what differentiates us from one another. While we share the important dimensions of humanness with all members of our species, there are biological and environmental differences that separate and distinguish us as individuals and groups. It is this vast array of physical and cultural differences that constitutes the spectrum of human diversity. Since people are different, the definition of diversity must include important human characteristics that impact an individual's values, opportunities, and perceptions of themselves and others at work and that highlight how individuals aggregate into 29 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; Ihe Manager's Pocket Guide to Diversity Management Account: S8431878 The Manager's Pocket Guide to Diversity Management larger subgroups based on shared characteristics. Using these criteria, a workplace definition would, at bare minimum, include * Age * Ethnicity * Gender * Mental/physical abilities and characteristics * Race * Sexual orientation These six differences are called core or primary dimensions of diversity because they exert an important impact on our early socialization and a powerful, sustained impact throughout every stage of life. These six dimensions represent properties and characteristics that constitute the core of our diverse identities. All individuals have a variety of dimensions of diversity through which they experience the world and by which they are defined. At the core of each of us, there is at least a minimum of these six dimensions. Beyond the six primary dimensions, there are several secondary dimensions that play an important role in shaping our values, expectations, and experiences as well. These include ■•J* Communication style ■•J* Education ■•J* Family status ■•J* Military experience ■•J* Organizational role and level 30 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; Ihe Manager's Pocket Guide to Diversity Management Account: S8431878 Chapter 2: What Is Diversity? * Religion * First language * Geographic location * Income * Work experience * Work style Like the core dimensions, these secondary dimensions share certain characteristics. Generally, they are more variable in nature, less visible to others around us, and more variable in the degree of influence they exert on our individual lives. Many secondary dimensions contain an element of control or choice. Because we acquire, discard, and modify these dimensions, their power is less constant and more individualized than is true for the core dimensions. Yet despite the fact that these dimensions have less life-long influence, most individuals are more conscious of their impact at a given point in time than they are regarding primary dimensions. Usually, it is easier to see the connection of these secondary dimensions and events in someone's life (e.g., their first language might influence their communication style, their education level might influence their organizational role and level, etc.). Often people refer to primary dimensions as those they are able to see. They include things people know about us before we open our mouths, because they are physically visible (except sexual orientation). When people feel they are being stereotyped based on primary dimensions, they can become sensitive about it. People are usually less sensitive about secondary dimensions, because they are elements we have made a choice on or have the power to change. We also have the 31 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; Ihe Manager's Pocket Guide to Diversity Management Account: S8431878 The Manager's Pocket Guide to Diversity Management choice of whether or not to disclose information about secondary dimensions; we can conceal it if we like. Think about which dimensions have the most impact on you as a person. The primary dimensions are important; nonetheless, we are greatly influenced by where we live, whether we are married or not, and our financial status. The primary and secondary dimensions help us perceive each other's uniqueness far beyond our culture or communication style. They help us begin to define who we really are as unique individuals. An example of these primary and secondary dimensions of diversity is shown in Figure 2-1. Figure 2-1. Primary and Secondary Dimensions of Diversity 32 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 Chapter 2: What Is Diversity? One of the major areas of difficulty in dealing with diversity is how people react to difference. In most cases, peoples' responses have already been imprinted since early childhood, based on a wide range of influences. When individuals start to realize the extent to which these influences have shaped their perceptions, awareness begins. Awareness then leads to greater understanding and, ultimately, the potential to build a positive environment. Awareness also opens a window of opportunity for you and the organization to focus on a new, more effective path. The challenge for you as a manager of today's workplace is to harness the strength of this diversity, nurture it, and use it to mold a productive workplace that the organization needs and desires. A diverse workplace is inevitable, but the benefits of diversity are not inevitable unless that diversity is used in a way that adds a measurable difference to organizational performance. The environment within the organization will determine if the benefits of diversity are realized. Specific steps must be taken to create an environment where all employees feel welcome, feel valued for what they bring to the organization, and feel that their talents are being utilized. While each diversity dimension adds a layer of complexity, it is the dynamic interaction among all dimensions of diversity that influences a person's self-image, values, opportunities, and expectations—and, from an organizational standpoint, offers a tremendous opportunity for improved performance and competitive advantage. Diversity Statistics Quiz The statistical demographics of today's workplace will change from region to region, and occupation to occupation. The only constant is that we continue to develop and change through the 33 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 The Manager's Pocket Guide to Diversity Management individual contributions of a vast combination of cultures, languages, and abilities, all working together to achieve success. This requires managers to be aware of and sensitive to differences in the workplace and to use that knowledge without reinforcing negative stereotypes. What's your level of knowledge of diversity? The quiz below will help you gain information regarding changes related to diversity and explore the possible implications and impact on your organization. Simply complete the worksheet in Exercise 2-1. Answers to the quiz can be found in Figure 2-3 at the end of the chapter. Exercise 2-1. Diversity Statistics Quiz 1. By the year 2020, what will be the estimated percentage of females in the workforce?____% 2. Of the 8.7 million immigrants who arrived in the United States between 1980 and 1990, what percentage have college degrees?_____% What percentage of U.S. natives have college degrees?_____% 3. In the United States, what percentage of male executives under age 40 are fathers?_____% What percentage of female executives under age 40 are mothers?_____% 4. What are the two most racially and ethnically diverse states in the United States?_______________ The two least?______________ 5. How many people indicated they were "multi-racial" in the 2000 Census? Select a letter: (a) 1 million (b) 20 million (c) 12 million (d) 7 million 6. Fill in the blanks: Women make up_____percent of all shoppers in the United States; they spend_____cents of every dollar. 34 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 Chapter 2: What Is Diversity? 7. By the year 2050, what percent of the total U.S. population will Asians, Hispanics, African Americans, and other non-white groups represent?_____% 8. What demographic group represents the fastest growing customer base in the United States?___________ 9. What are the top six frequently cited barriers to advancement listed by women in the workplace?________ 10. Fill in the blank: One out of_____African-American households makes more than $50,000 per year. Interpreting Your Answers As you review your answers to this diversity quiz, ask yourself the following questions: ■•J* What questions were the most difficult? Why? ■•J* Which of your answers were the most surprising? Why? ■•J* Which demographics will potentially have the most impact on your organization? Why? ■•J* What are the most significant implications of these changing demographics? Workplace Trends There are a number of studies that have followed the changing mosaic of America. Two of the most widely publicized studies were commissioned by the U.S. Department of Labor and conducted by the Hudson Institute: "Workforce 2000" in 1987, and ten years later "Workforce 2020" in 1997. According to these studies, the most significant trends in the U.S. population are 35 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 The Manager's Pocket Guide to Diversity Management ■•J* Decreasing percentage of Caucasians ■•J* Increasing percentage of people of color ■•J* Decreasing birth rates ■•J* Increasing percentages of people in their middle and older years These trends translate into significant changes in the workforce composition, from more homogeneous to heterogeneous as shown in Figure 2-2. Figure 2-2. Changing Trend from a Homogeneous Workforce to a More Heterogeneous Workforce Homogeneous Heterogeneous 4" White male "•J* Women and minorities ■•J* 29 years old ■•J* 40+ years old "•J* Married with children "•J* Variety of lifestyles "J* Less than 12 years of education "J* 12+ years of education Because of these changes in the workforce, organizations must be prepared to deal with & An equal balance of men and women & Shrinking numbers of whites and increasing numbers of people of color & Most new entrants to the workforce will be women or people of color (over 85 percent in the 21st century) 36 EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 12/1/2016 9:48 AM via MASARYKOVA UNIVERZITA AN: 320103 ; Hubbard, Edward E..; The Manager's Pocket Guide to Diversity Management Account: S8431878 Chapter 2: What Is Diversity? & A shortage of new entrants in the workforce under age 24