Well-intentioned diversity programs are failing to create true workplace equality; Martin Davidson provides a new model for the future that makes ‘leveraging difference’ a critical business strategy, not just politically correct window dressing.
The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CFO he worked with. Look, the executive said, clearly troubled. I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results?
Answering the so what? led Davidson to explore the flaws in how companies typically manage diversity. They don’t integrate diversity into their overall business strategy. They focus on differences that have little impact on their business. And often their diversity efforts end up hindering the professional development of the very people they were designed to help.
Davidson explains how what he calls Leveraging Difference turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR.
To begin with, leaders must identify the differences most important to achieving organizational goals, even if the differences aren’t the obvious ones. The second challenge is to help employees work together to understand the ways these differences matter to the business. Finally, leaders need to experiment with how to use these relevant differences to get things done. Davidson provides compelling examples of how organizations have tackled each of these challenges.
Ultimately this is a book about leadership. As with any other strategic imperative, leaders need to take an active role-drive rather than just delegate. Successfully leveraging difference can be what distinguishes an ordinary organization from an extraordinary one.
สารบัญ
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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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.
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