Martin Davidson makes the bold claim that millions, maybe billions, of dollars in diversity training are being wasted. Attrition statistics show a revolving door for women and minorities, but companies are still recruiting and promoting employees as they've always done. As Chief Diversity Officer at the Darden School of Business (University of Virginia) and as a consultant with top Fortune 100 firms like AT&T and Merrill Lynch, Martin Davidson has found a better way: stop forcing diversity on people as a goal in and of itself, a matter of percentages and head counts, and instead use it…mehr
Martin Davidson makes the bold claim that millions, maybe billions, of dollars in diversity training are being wasted. Attrition statistics show a revolving door for women and minorities, but companies are still recruiting and promoting employees as they've always done. As Chief Diversity Officer at the Darden School of Business (University of Virginia) and as a consultant with top Fortune 100 firms like AT&T and Merrill Lynch, Martin Davidson has found a better way: stop forcing diversity on people as a goal in and of itself, a matter of percentages and head counts, and instead use it strategically, creating business improvement strategies that draw on employees' different strengths. Make cultivating difference a core competency and enjoy the improvements in innovation, marketing, and business execution that are the natural result. Stop focusing on a narrow band of superficially diverse groups, and welcome deeper differences in lifestyles, economic backgrounds, and viewpoints. Davidson calls this new way "Leveraging Difference," which sees diversity NOT as a problem to be solved, but as an opportunity to make better business strategies. Net result: diversity that really moves the organization forward, not just another training program that changes little.
Martin N. Davidson is associate professor of leadership and organizational behavior at the Darden School of Business, University of Virginia, and served as associate dean and chief diversity officer. He has consulted with dozens of Fortune 500 firms, government agencies, and nonprofit organizations, including Merrill Lynch Global Wealth & Investment Management, AT&T, Pitney Bowes, Harvard University, and the Nature Conservancy. He was elected chair of the Gender and Diversity in Organizations Division of the Academy of Management and has been featured in numerous media outlets including the New York Times, Businessweek, the Wall Street Journal, the Washington Post, and National Public Radio.
Inhaltsangabe
INTRODUCTION: A NEW POSSIBILITY FOR DIFFERENCE Who This Book Can Help Overview and Roadmap for the Book The Research Methodology Conclusion CHAPTER 1: THE END OF DIVERSITY AS WE KNOW IT Current Approaches to Diversity Are Failing The Problem with Managing Diversity How It Can Be Done Differently Key Takeaways CHAPTER 2: THE BEGINNING OF LEVERAGING DIFFERENCE After Managing Diversity Context Leadership Perspective Strategic Focus Scope of Differences Engaged Impact of Change The Intersection of Managing Diversity and Leveraging Difference What Next? Key Takeaways CHAPTER 3: THE LEVERAGING DIFFERENCE CAPABILITY, by Martin N. Davidson & Heather R. Wishik The Leveraging Difference Capability The Case of Wipro Technologies The Leveraging Difference Cycle at Wipro Key Takeaways CHAPTER 4: SEEING DIFFERENCE The Cost of Not Seeing Relevant Difference How to See Difference Conclusion Key Takeaways CHAPTER 5: UNDERSTANDING DIFFERENCE How to Understand Difference How Understanding Difference Encourages Seeing Difference Key Takeaways CHAPTER 6: ENGAGING DIFFERENCE, by Martin Davidson and Heather Wishik How to Engage Difference Offer a Vision of Business Benefits to Be Seized Involve Multiple Stakeholders Support Innovative Approaches Stay the Course Be Open to Being Changed Caveat: Not All Engaging Difference Experiments Are Successful Conclusion Key Takeaways CHAPTER 7: BECOMING A LEVERAGING DIFFERENCE ORGANIZATION, by Martin N. Davidson & Heather R. Wishik How You Know When You Are Leveraging Difference How Leaders Move their Organization to Leveraging Difference Conclusion Key Takeaways EPILOGUE: THE POWER OF THE MARGIN Taking from the Margin to Rethink the Whole Notes Bibliography Acknowledgments About the Author
INTRODUCTION: A NEW POSSIBILITY FOR DIFFERENCE Who This Book Can Help Overview and Roadmap for the Book The Research Methodology Conclusion CHAPTER 1: THE END OF DIVERSITY AS WE KNOW IT Current Approaches to Diversity Are Failing The Problem with Managing Diversity How It Can Be Done Differently Key Takeaways CHAPTER 2: THE BEGINNING OF LEVERAGING DIFFERENCE After Managing Diversity Context Leadership Perspective Strategic Focus Scope of Differences Engaged Impact of Change The Intersection of Managing Diversity and Leveraging Difference What Next? Key Takeaways CHAPTER 3: THE LEVERAGING DIFFERENCE CAPABILITY, by Martin N. Davidson & Heather R. Wishik The Leveraging Difference Capability The Case of Wipro Technologies The Leveraging Difference Cycle at Wipro Key Takeaways CHAPTER 4: SEEING DIFFERENCE The Cost of Not Seeing Relevant Difference How to See Difference Conclusion Key Takeaways CHAPTER 5: UNDERSTANDING DIFFERENCE How to Understand Difference How Understanding Difference Encourages Seeing Difference Key Takeaways CHAPTER 6: ENGAGING DIFFERENCE, by Martin Davidson and Heather Wishik How to Engage Difference Offer a Vision of Business Benefits to Be Seized Involve Multiple Stakeholders Support Innovative Approaches Stay the Course Be Open to Being Changed Caveat: Not All Engaging Difference Experiments Are Successful Conclusion Key Takeaways CHAPTER 7: BECOMING A LEVERAGING DIFFERENCE ORGANIZATION, by Martin N. Davidson & Heather R. Wishik How You Know When You Are Leveraging Difference How Leaders Move their Organization to Leveraging Difference Conclusion Key Takeaways EPILOGUE: THE POWER OF THE MARGIN Taking from the Margin to Rethink the Whole Notes Bibliography Acknowledgments About the Author
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