Diversity Intelligence: Reimagining and Changing Perspectives

ISBN-13: 9783031332494 / Angielski

Claretha Hughes

Opis

This book develops and amplifies the emerging concept of diversity intelligence, which is the capability of leaders to recognize the value of workplace diversity and to use this information to guide thinking and behavior. Organization leaders need diversity intelligence to better interact with the changing demographics in the US and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees. The author highlights the importance of reimagining diversity and changing perspectives while integrating it into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse employees, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This edition addresses new topics related to allyship and anti-racism, and discusses how these concepts can sometimes hinder diversity efforts. This book fits in the literature in areas of leadership and business value and aims to satisfy the need for solutions to why diversity training and management efforts continue to fall short of stated goals within organizations. It is a window into how leaders can reflect on their actions and behaviors to effectively implement new diversity strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.

Spis treści

Suggested New Table of Contents

Preface

Chapter 1: Diversity Intelligence

The diversity intelligence model will be updated, and new data added.

Chapter 2: Diversity in Practice

The main content here will include how does one truly apply diversity in practice? How does one talk about diversity exclusive of the actual application of diversity in practice? What is the applicable evidence of diversity success?

Chapter 3: Cognitive Diversity and Diversity Intelligent Perspectives

How is the term cognitive diversity used and how does it relate to diversity intelligent perspectives? Information about the diversity intelligence scale will be shared and how it truly measures diversity intelligence of leaders across industries.

Chapter 4: Diversity Intelligence and Leadership Development: How Allyship, Anti-Racism, and Inclusive Language Hinder Diversity Efforts

Allyship, anti-racism, and inclusive language all became popular buzz words after the death of George Floyd. However, the key question is, who does these words benefit? Does it benefit the individuals who were denied allyship, experienced racism, and had to endure linguistic profiling in its many forms despite all of this being essentially taboo or against the law since the passage of the Civil Rights Act of 1964. What took individuals so long to begin acting as allies, stop being racist, and changing their discriminatory language? Do these topics truly fit into diversity initiatives since they typically make those who are trying to be allies, less racist, and no longer using exclusive language feel better about themselves. How does it make their recipients feel?

Chapter 5: Diversity Intelligence, Career Development, and Digital/Virtual Work

How has diversity intelligence influenced the career development and digital/virtual workplace changes? Does digital/virtual work lessen the need for diversity efforts? How has it impacted disability, colorism, and other obvious diversity concerns associated with technology?

Chapter 6: Diversity Intelligence and The Need for Diversity Expertise

How does one gain diversity intelligence expertise? Why is there no specific degree required for those who lead diversity efforts in organizations? What criteria is needed for leaders of diversity efforts and how can they share that expertise with others in the workplace? How does one lead inclusive workflows/processes without expertise?

Chapter 7: Current Issues and Evolving Trends

Critical HRD/social justice has emerged as a topic in the field of HRD. How does this topic enhance diversity efforts? Where does diversity fit within this narrative? Are HRD professionals, practitioners, and scholars willing to critically examine their record as it relates to the failure of diversity efforts in organizations and educational institutions in the areas of training and development, organization development, and career development? How do HRD professionals, practitioners, and scholars explain their willingness to ignore the expertise of true diversity, equity, and inclusion (DEI) experts. They publish and talk about definitions of diversity and inclusion without any application and understanding of why it has been a failure. If all of these Human Resource Development (HRD) and Human Resource Management (HRM) certified professionals (PHR, SPHR, etc.) have not been successful with diversity since 1964, why are they continuing to write about and teach the same content over and over?

O autorze

Claretha Hughes is Professor of Human Resource Development at the University of Arkansas in Fayetteville, Arkansas. Her research interests include valuing people and technology in the workplace, technology development, diversity intelligence ®, learning technologies, and ethical and legal issues. She has published numerous articles in peer-reviewed journals and books and has authored or co-authored 16 books. She has completed a National Science Foundation Research in Formation of Engineers grant as a Co-PI. She is the 2021 recipient of the Academy of Human Resource Development’s FORWARD Award, 2012 R. Wayne Pace Book of the Year award, and the 2009 University Council of Workforce and Human Resource Education Outstanding Assistant Professor award.

Blurb

This book develops and amplifies the emerging concept of diversity intelligence, which is the capability of leaders to recognize the value of workplace diversity and to use this information to guide thinking and behavior. Organization leaders need diversity intelligence to better interact with the changing demographics in the US and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees.

The author highlights the importance of reimagining diversity and changing perspectives while integrating it into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse employees, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This edition addresses new topics related to allyship and anti-racism, and discusses how these concepts can sometimes hinder diversity efforts.

This book fits in the literature in areas of leadership and business value and aims to satisfy the need for solutions to why diversity training and management efforts continue to fall short of stated goals within organizations. It is a window into how leaders can reflect on their actions and behaviors to effectively implement new diversity strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies. 

Claretha Hughes is Professor of Human Resource Development at the University of Arkansas in Fayetteville, Arkansas. Her research interests include valuing people and technology in the workplace, technology development, diversity intelligence ®, learning technologies, and ethical and legal issues. She has published numerous articles in peer-reviewed journals and books and has authored or co-authored 16 books. She has completed a National Science Foundation Research in Formation of Engineers grant as a Co-PI. She is the 2021 recipient of the Academy of Human Resource Development’s FORWARD Award, 2012 R. Wayne Pace Book of the Year award, and the 2009 University Council of Workforce and Human Resource Education Outstanding Assistant Professor award.