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ABOUT THE BOOK

This book provides practical guidance for managers, leaders, diversity officers, educators, and students to achieve the benefits of diversity by focusing on creating meaningful, inclusive interactions. Implementing inclusive interaction practices, along with accountability practices, enhances performance outcomes for the organization and improves equity for members of historically underrepresented and marginalized groups.

The book highlights the need to challenge existing approaches that have overemphasized representational—that is, numerical—diversity. For many decades, the focus has been on this important first step of increasing the numbers of underrepresented groups. However, moving beyond representation toward a truly inclusive organizational culture that produces real performance and equity has been elusive. This book moves the focus from achieving numerical diversity to achieving frequent, high-quality, equitable, and productive interactions that enable individuals to leverage their distinctive talents and provides the steps to do so. The benefits of this approach occur at the individual, workgroup, and organizational levels. Real-life examples of good inclusive practices are provided from across the for-profit, nonprofit, and governmental sectors and in various organizational contexts.

The book is ideal not only for those charged with diversity, equity, and inclusion efforts in organizations but also for organizational leaders and managers who can create and/or support the implementing of inclusive organizational practices and also for postgraduate and undergraduate students studying human resource management, organizational behavior, management, or diversity, equity, and inclusion.

TABLE OF CONTENTS

Part I: Leveraging the Framework for Inclusive Interactions to Improve Performance and Equity
Introduction. The Elusive Goal: Diversity and Inclusion for Equity and Performance
1. Doing Better: Achieving Equity and Performance from Diversity
2. The Framework: Improving Performance and Equity through Inclusive Interaction Practices
Part II  Moving from Diversity to Inclusion: Evidence-Based Guidance for Making Diversity and Inclusion Work
3. Designing Structured Inclusive Interaction Practices
4. Exclusionary Forces: Widespread Social Practices that Inhibit Inclusion
5. The Performance Issue: How Overcoming Exclusion Matters for Workgroup Effectiveness
6. Structured Interaction Practices for Adaptive Behavioral Learning
7. Merit, Accountability, and Transparency Practices to Address Equity and Performance
8. Sustainable Inclusion: Multiple Outcomes for Individuals, Workgroups, and Organizations
Part III  Achieving Sustainable Inclusion: Multilevel Outcomes
9. Case Examples: Practices for Inclusive Actions and Accountability
10. Performance through Diversity and Inclusion: Leveraging Organizational Practices for Equity and Results