This book provides practical guidance for managers, diversity officers, educators, and students to achieve the benefits of diversity by focusing on creating meaningful, inclusive interactions.
This book provides practical guidance for managers, diversity officers, educators, and students to achieve the benefits of diversity by focusing on creating meaningful, inclusive interactions.
Ruth Sessler Bernstein is Assistant Professor of Nonprofit Management at Pepperdine University, USA. Her research, which focuses on diversity, equity, and inclusion and nonprofit governance, has been published in Nonprofit Management & Leadership, Nonprofit & Voluntary Sector Quarterly, and the Journal of Business Ethics. Paul F. Salipante is Emeritus Professor at the Weatherhead School of Management, Case Western Reserve University, USA, with engineering and business degrees from the Massachusetts Institute of Technology (MIT) and the University of Chicago. His publications cover training for disadvantaged workers, equal employment opportunity (EEO), employment conflict, nonprofit governance, and evidence-informed management. Judith Y. Weisinger is a scholar, educator, and consultant. She has most recently served as Associate Professor of Management/Business at New Mexico State University and Mills College, USA, and as Visiting Associate Professor of Management at Bucknell University, USA. Her research on diversity, equity, and inclusion and on cultural knowing has been published in Nonprofit Management & Leadership, Nonprofit & Voluntary Sector Quarterly, the Journal of Business Ethics, and the Journal of Management Inquiry.
Inhaltsangabe
Part I: Leveraging the Framework for Inclusive Interactions to Improve Performance and Equity Introduction: The Elusive Goal: Diversity and Inclusion for Equity and Performance 1. Doing Better: Achieving Equity and Performance from Diversity 2. The Framework: Improving Performance and Equity through Inclusive Interaction Practices Part II: Moving from Diversity to Inclusion: Evidence-Based Guidance for Making Diversity and Inclusion Work 3. Designing Structured Inclusive Interaction Practices 4. Exclusionary Forces: Widespread Social Practices that Inhibit Inclusion 5. The Performance Issue: How Overcoming Exclusion Matters for Workgroup Effectiveness 6. Structured Interaction Practices for Adaptive Behavioral Learning 7. Merit Accountability and Transparency Practices to Address Equity and Performance 8. Sustainable Inclusion: Multiple Outcomes for Individuals Workgroups and Organizations Part III: Achieving Sustainable Inclusion: Multilevel Outcomes 9. Case Examples: Practices for Inclusive Actions and Accountability 10. Performance through Diversity and Inclusion: Leveraging Organizational Practices for Equity and Results
Part I: Leveraging the Framework for Inclusive Interactions to Improve Performance and Equity Introduction: The Elusive Goal: Diversity and Inclusion for Equity and Performance 1. Doing Better: Achieving Equity and Performance from Diversity 2. The Framework: Improving Performance and Equity through Inclusive Interaction Practices Part II: Moving from Diversity to Inclusion: Evidence-Based Guidance for Making Diversity and Inclusion Work 3. Designing Structured Inclusive Interaction Practices 4. Exclusionary Forces: Widespread Social Practices that Inhibit Inclusion 5. The Performance Issue: How Overcoming Exclusion Matters for Workgroup Effectiveness 6. Structured Interaction Practices for Adaptive Behavioral Learning 7. Merit Accountability and Transparency Practices to Address Equity and Performance 8. Sustainable Inclusion: Multiple Outcomes for Individuals Workgroups and Organizations Part III: Achieving Sustainable Inclusion: Multilevel Outcomes 9. Case Examples: Practices for Inclusive Actions and Accountability 10. Performance through Diversity and Inclusion: Leveraging Organizational Practices for Equity and Results
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