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Diversity management pantheons
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The concept of the Diversity Management Pantheon is concept where an entity appears dedicated to an initiative based on perspective but is hollow and lacks substance regarding the initiative. In the 1980’s, the foundation of the Diversity Management Pantheons was poured. This fabled beginning was grounded in the belief that organizations could build multicultural teams in the workplace and leverage their differences to add value. En route to this perceived gold rush was an emergent inability for some organizations to understand the impact that demography has on business decision making. That combination led to a new level of textural deficiencies that have been largely unaddressed for years. As a result, diversity management has been reduced to a charade in many companies. For example, there are organizations that are recognized nationally for a Diversity Best Practice in the same year they are sued for their lack of effective diversity practices. This sounds ridiculous, and yet, it remains a clever strategy for many organizations. Structures who act in this manner, Diversity Management Pantheons, appear to create one truth about diversity that is largely aimed at publicly communicating a catchphrase (We value diversity), theme (Inclusion/Employer of choice), and/or behavior modification (Cultural sensitivity) to society. When, in fact, those who truly value diversity in the workplace realize that there are many truths that are unaddressed but widely held. There are at least three distinct “regimes of truth” regarding diversity in the workplace: meritocracy, optimization, and managed equity systems. Reference Robinson, C.L. (2009). Diversity Management Pantheons: A regime of truths. Fultus Corporation See Also
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