- 1 Mixed effect on online diversity training:

Topic: how diversity training can change attitudes toward women at workplace. Result generated some
behavior change among groups whose average untreated attitudes were already strongly supportive of
women before training. Result suggests that the one-off diversity trainings that are commonplace in
organizations are unlikely to be stand-alone solutions for promoting equality in the workplace.

Paper context: due donne nere vengono arrestate pe na stronzata a philadelfia in uno starbucks . starbucks
reagisce chiudendo tutti i negozi negli US per un pomeriggio cosi gli impegati possono evitare i bias. Contro
argomentazione: è utile o peggiora le cose? Recent meta-analyses suggest that diversity training can be
effective with stronger effects on cognitive learning and weaker effects on attitudinal and behavioral
measures, albeit with significant heterogenous that make diversity training more or less effective, such as
whether there are other diversity-related initiatives in the organizational context. However, past studies
have been subject to a number of limitations including difficulties in separating correlation from causation ,
a lack of behavioral outcomes for field experiments, and the inability to rule out demand effects or social
desirability concerns. To overcome these limitations and advance knowledge about the value of diversity
training, we conducted a preregistered field experiment with 3,016 participants at a large global
organization, which included an active placebo control group and measured the effect of training on both
attitudes and workplace behaviors. Specifically, we designed the diversity training to raise awareness about
the pervasiveness of stereotypes, share scientific evidence of the impact of stereotyping on important
workplace behaviors, destigmatize and expose participants to their own stereotyping, provide evidence-
based strategies for overcoming stereotyping, and allow employees to practice deploying evidence-based
strategies to combat bias by responding to different workplace scenarios. Following recommendations from
correlational research on diversity programs, this training was also voluntary. Our primary goal was to
promote inclusive attitudes and behaviors toward women, whereas a secondary focus was to promote the
inclusion of other under represented groups (e.g., racial minorities). Specifically, our diversity training
generated more behavior change—and less attitude change— among subgroups whose average untreated
attitudes were strongly supportive of women. On the other hand, our diversity training produced less
behavior change and more attitude change in groups whose average untreated attitudes were relatively
less supportive of women. The paper suggests the effectiveness of diversity training may depend on the
audience and their preexisting attitudes. Why to be skeptical about a diversity program?  1) they
measured attitudes via surveys at the end of training, it is possible that our results on attitude change are
driven in part by demand effects or social desirability. 2) null effects when it comes to behavior change, and
the subpopulations who did change some of their behaviors (i.e., women in the United States, racial
minorities) were not the subgroups policymakers typically hope to influence most with such interventions.
3) they consider just 1 organization. CONCLUSION: we might expect diversity training to have stronger
effects on attitudes but weaker effects on behaviors in other organizations where employees have
relatively less supportive attitudes toward women. Overall, our research suggests that more effortful
interventions may be needed to robustly change employee behavior.

ANCORA PIU RIASSUNTO (di CHATGBT):

The article "The mixed effects of online diversity training" by Edward Chang discusses the impact of
diversity training programs in the workplace. While diversity training has become increasingly popular in
recent years, Chang points out that the effectiveness of such programs is still a subject of debate.

Chang notes that traditional diversity training programs have been criticized for being too generic and
failing to address the specific needs of different groups. As a result, many companies have turned to online
diversity training programs, which can be customized to address the unique challenges faced by different
groups.
However, the effectiveness of these online programs is also in question. Some studies have shown that
online diversity training can lead to increased awareness and knowledge about diversity issues, but it does
not necessarily translate into changes in behavior or attitudes. In fact, some studies have shown that online
diversity training can actually backfire and lead to resentment and backlash.

Chang suggests that the mixed results of online diversity training may be due to a number of factors,
including the lack of interaction between participants, the lack of accountability for behavior change, and
the tendency for people to tune out or ignore online content.

Chang concludes by arguing that while online diversity training can be a valuable tool for raising awareness
and providing education, it should not be viewed as a panacea for addressing diversity issues in the
workplace. Instead, companies should consider a more comprehensive approach that includes a focus on
creating a diverse and inclusive workplace culture, ongoing training and development, and a commitment
to accountability and transparency.

2- Exploring the Components of Career Well-Being and the Emotions Associated With Significant Career
Experiences

The article "Exploring the Components of Career Well-Being and the Emotions Associated With Significant
Career Experiences" discusses the relationship between career well-being and emotions associated with
significant career experiences. The authors of the article argue that understanding the components of
career well-being and the emotions associated with significant career experiences can help individuals and
organizations to create more fulfilling and satisfying careers.

The authors identify four components of career well-being: psychological, social, financial, and physical.
Psychological well-being includes a sense of purpose, autonomy, and competence in one's work. Social
well-being includes positive relationships with colleagues and a sense of belonging to a community of
professionals. Financial well-being includes a fair salary and benefits that allow for financial security.
Physical well-being includes a healthy work-life balance and a workplace that is conducive to physical
health.

The authors also identify six emotions that are associated with significant career experiences: pride, joy,
interest, hope, gratitude, and love. These emotions can be experienced both in positive and negative career
experiences, and they play a critical role in shaping an individual's career well-being .

The authors argue that by understanding the components of career well-being and the emotions associated
with significant career experiences, individuals and organizations can take steps to create more fulfilling
careers. For individuals, this may involve reflecting on their career goals and values, seeking out
experiences that align with those goals and values, and being mindful of their emotional reactions to
significant career experiences. For organizations, this may involve creating a workplace culture that values
and supports the well-being of its employees, providing opportunities for meaningful work and professional
development, and recognizing and celebrating the positive emotions associated with significant career
experiences. Overall, the article provides a valuable perspective on the importance of career well-being and
the role that both individuals and organizations can play in creating fulfilling and satisfying careers.