Cox S Model A

Education’s Role in an Organization’s Approach to Implementing a Culture of Diversity

Education’s Role in an Organization’s Approach to Implementing a Culture of Diversity

8th Annual Hawaii Int’l Conference on EducationAileen Zaballero

January 7-10, 2010

8th Annual Hawaii Int’l Conference on EducationAileen Zaballero

January 7-10, 2010

IntroductionB.S. in Workforce Education - UNLV M.S. in Educational Leadership - UNLVFacilitator and Product Specialist for

Repario Ltd. a Professional Development Org. since 2006

9 years in Training Field2006 applied for Diversity Champion

Trainer (inspiration for Master’s Thesis Study)

4

3

2

1Background of Study

Literature Review

Conceptual Framework

Research Methodology

5 Findings pertaining to education

7 Question Period

Agenda

Background• U.S. Census Bureau, state that by

2042 the single white-race population in the U.S is expected to become the minority (Bernstein & Edwards, 2008).

• 2030, nearly one in five U.S. residents is expected to be 65 years and older (Bernstein & Edwards, 2008).

Background• Several studies show that “culturally

diverse organizations outperform their more homogeneous counterparts” (Dansky, Weech-Maldonado, De Souza & Dreachslin, 2003, p.243).

However, the literature is still mixed about which strategies are most the successful for creating a just and inclusive culture in U.S. organizations.

Purpose of StudyThe purpose of this exploratory case

study was:• to explore the perceived influential

factors of effective organizational change for instituting diversity initiatives

• to investigate the process of implementing diversity initiatives successfully in one hospitality organization.

Key Topics Key DiscoveriesDiversity Defined

(Loden & Rosener, 1991)

•Primary and Secondary Dimensions of Diversity

Diversity Management(Thomas & Ely 1996)

•Discrimination and Fairness Paradigm•Access and Legitimacy Paradigm•Learning and Effectiveness Paradigm

Business Case for Diversity(SHRM, 2007)

•Global trends to impact the workplace

Strategies for Diversity Management

(Dass & Parker, 1999)

•Episodic•Freestanding•Systematic

Driving Cultural and Organizational Change

(Cox, 1993, 2001)•Cox’s Model for Work on Diversity

Literature Review

Cox’s Change

Model for

Work on

Diversity

Research & Measure-

ment

Education

Alignment of Management

Systems

Follow-up

Conceptual Framework

Leadership

Methodology

“establish a direction and goal for change” (Cox, 2001)

“diversity isn’t a specific thing you do; it’s a value system thateither is, or is not, woven in to every action.” (Interviewee A)

Diversity Champion Training

Responsible for governance and establishing policies to reflect Diversity Mission

Corporate Values

Education

TransparencyAccountability

Partnership

Communication

Research Question 1: What are the perceived influential factors for effective organizational change for instituting diversity initiatives?

Infrastructure

Leadership

Commitment

Research Question 2: What is the process of implementing diversity initiatives within the organization?

Diversity Business

Imperative

Leadership Commitmen

t


t

Strategic Planning Process


EducationUnder the label of “diversity training,”

studies show that only about one-third of diversity training efforts are viewed as creating a lasting result (Cox, 2001).

Yet education was instrumental to the success of the organization studied.

Research Question 2: What is the process of implementing diversity initiatives within the organization?

Diversity Business

Imperative


t


t



Diversity TrainingCore of OHI’s cultural transformation

3-day personal growth workshop

Principles of:• Diversity• Leadership• Personal accountability

The goal was to develop the company’s culture and harness the potential of every single employee no matter what his or her position was or may be.

Educational Philosophy

Ubuntu- humanist philosophy “focusing on people’s allegiance and a sense of belonging to a great whole” (Interviewee A)

“The basic principles of universal respect for people, inclusion, and appreciation of the contribution of every individual” (Interviewee B).

Delivery MethodThe class is taught using many methods

including:• lectures, • group activities, • role-playing, • journaling, • guest speakers, • videos, and • reading assignments.

Objective• The value, importance, and impact on

business of effectively managing a diverse workforce.

• Teaching employees to recognize the impact of their own reactions to diversity situations and the learning behaviors that are critical to successfully managing diversity at OHI.

Objective (Cont.)

• Practicing behaviors that encourage inclusion in the workplace which promotes teamwork, innovation, creativity, and productivity.

• Recognizing challenges to

• at OHI and implement prevention and intervention measures that address these situations.

Business Results• 7000 graduates out of 65,000

• Increased employee morale and customer satisfaction

• Improved turnover rates

• Increased employee engagement

• Create employees who not only celebrated diversity but are advocates of diversity

Conclusion• This study confirmed that diversity initiatives

can be sustainable through various interventions and processes involving OD concepts and requires systems thinking

• When diversity is approached as a business strategy and integrated into the fabric of the organization’s culture, diversity initiatives are more likely to be embraced at all levels of the company.

Conclusion

Cox’s Change Model for Work on Diversity contains the essential elements and can be a useful tool to guide the development and implementation of diversity change efforts.

Questions

Cox S Model A

Business

Transcript of Cox S Model A