From Publishers Weekly
Today’s organizations can boost their success by building workplace cultures that draw on the strengths of a diverse workforce, say consultants Frederick A. Miller and Judith H. Katz. In their new book, The Inclusion Breakthrough: Unleashing the Real Power of Diversity, the authors say “diversity in a box” (smothering diversity) has prevented many organizations from achieving true success. “Capitalizing on diversity requires more than simply hiring a divers…
Buy The Inclusion Breakthrough at Amazon
The methodology offered is based on the fairly simple precept that, to gain the benefits of diversity, you must believe in it, offer real inclusion for minorities and recognize that they provide value in the form of diverse perspectives, talents and links across the whole range of the organization’s activities, not merely as links to their own community.
The authors offer three frameworks as the basis for their methodology. The first has to do with leveling and then raising the playing field. Leveling involves removing the negatives of barriers, ‘isms’, and biases in appointment, assignment and promotion, while raising the playing field involves proactive practices to build cross-difference partnership, ensure continuous individual and team development and create systems to enable all people to do their best work (i.e. to allow for individual and cultural differences in approaches).
The second is based on an ‘Inclusion Breakthrough Cycle’, the elements of which are developed in the five chapters of Part 2 of the book.
The third – Creating an Inclusion Breakthrough – is based on development of a methodology incorporating 4 phases:
* Building the Platform for Change
* Creating Momentum
* Making Diversity and Inclusion a Way of Life
* Leveraging learning and Challenging the New Status Quo
Each phase contains specified actions, which are detailed in the four chapters of the part.
None of the material is ‘rocket science’, but the authors do take a systemic approach to the issue and they set out a sound and useful process, which is clearly explained. It is, of course, fundamentally a particular application of wider approaches to organizational learning, focused on the specific issue of diversity.
To be honest, I am not well-read on the subject of diversity. I have much to learn, and this was just the book for me! What I love about the book is how it helps me (and my clients) imagine what could be done and how to do it. Given the opportunity, I doubt I’d do it exactly as Miller and Katz write about it, but their practical model (coming out of long experience) is a valuable backboard for my own ideas.
This book does not get stuck in an affirmative action box or strategy. It reaches beyond to a larger organizational perspective, serving everyone in the process. This book’s ideas create more complete, productive and human organizations; it is not just about neglected or mistreated workers. With its larger scope, it serves everyone.
The real power of the book can be found in the dynamics of its title and subtitle: It’s inclusion AND diversity, not OR, not VS. The creative pairing of these two words produces new possibilities–and that’s what the authors help you learn about.
The book is readable, built around a central model. The authors do a good job of leading you through their thinking. And, their long experience shows in every chapter.