MAKING

DIFFERENCES
MATTER: A NEW
PARADIGM FOR
by David A. Thomas and Robin J. Ely

MANAGING
Submitted by: Group 5
Manvi Varshney- 143025
Nehal Parashar- 143026
DIVERSITY
Rajat Singh Bist- 143029
Priyadarshi Ankur- 143030
Priyanshi Aggarwal- 143031
Rishab Nag- 143038
Rishabh Singhvi- 143039
INTRODUCTION
Why should companies concern themselves with diversity?
• Organizational Effectiveness
• Lift Morale
• Greater access to new segments of Marketplace
• Enhance productivity

Still Backfired! Why?

• Apart from benefits, changes are required in the attitude and behavior of leaders
• Commonly held assumption: Diversity is more people from traditionally
underrepresented "identity groups"
• Diversity involves more than increasing the no. of identity groups on the payroll
• Diversity should be understood as the varied perspectives and approaches to
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work
 Discriminati
Access-and-
on-and-
legitimacy
fairness
paradigm
paradigm
PERSPECTIVES Learning-
THAT HAVE and
effectiveness
GUIDED MOST paradigm
DIVERSITY
INITIATIVES
DISCRIMINATION AND FAIRNESS
PARADIGM
Focus on equal opportunity, fair treatment, recruitment, and compliance with
federal Equal Employment Opportunity requirements

Strengths Weakness
• Implicit assumption: "we are all
• Women & People of Color
the same"
• Equal Treatment
• Genuine disagreements
• Top-down
are misinterpreted
• Bureaucratic
• Limit organization's capacity to
• Rewarding Individual
improve its own strategies

• Example: Case of Iversen Dunham, an international consulting firm

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ACCESS AND LEGITIMACY PARADIGM

• To gain access to newly emerging differentiated segments

• Such companies have diverse customers or clients

Strengths Weakness
•  Gives competitive advantage
• Push staff into niche roles without
integrating them into company's
• Uses market-based motivation
mainstream work
• Some employees may feel exploited

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EMERGING PARADIGM: CONNECTING DIVERSITY TO WORK PERSPECTIVE

• Incorporate employees' perspective into main working of companies

Works Weakness: 
on the principle :

• "We
Push staff
areinto
allnichercddddoles
on the same
without integrating them
team with our
into company's differences-
mainstream work.​
• Some not despitemay
employees them."
feel exploited

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PRECONDITIONS FOR MAKING PARADIGM
SHIFT
Leadership should understand value of Organizational culture should encourage
diverse opinions openness

The culture should make employees feel

Recognize challenges and opportunities
valued
Create culture of high standard of Company's mission should be well
performance structured
Organizational culture must
stimulate personal Egalitarian and non - bureaucratic
development structure

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 Mission: “the
development of a
highly talented
FIRST workforce.”
• Constructive criticism 
INTERSTATE • Egalitarian 
•
BANK: A •
Nonbureaucratic
Open-minded
PARADIGM SHIFT
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IN PROGRESS
SHIFT COMPLETE: THIRD-PARADIGM COMPANIES IN ACTION

They are making the They actively work against

mental connection. forms of dominance and
subordination that inhibit
full contribution.

They are legitimating They are making sure that

open discussion. organizational trust stays
intact.

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THANK YOU