[Excerpt] Diversity and inclusion are often used interchangeably. However, for the purpose of this inquiry, diversity denotes the spectrum of human similarities and differences. Diversity is about people. Inclusion, on the other and, is about organization. It\u27s about operationalizing diversity. Inclusion describes the way an organization configures opportunity, interaction, communication and decision-making to utilize the potential of its diversity

Woods, Susan

English

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1-1-2002 
Creating Inclusive Organizations: Aligning Systems with Diversity 
Susan Woods 
Cornell University, sew13@cornell.edu 
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Creating Inclusive Organizations: Aligning Systems with Diversity 
Abstract 
[Excerpt] Diversity and inclusion are often used interchangeably. However, for the purpose of this inquiry, 
diversity denotes the spectrum of human similarities and differences. Diversity is about people. Inclusion, 
on the other and, is about organization. It's about operationalizing diversity. Inclusion describes the way 
an organization configures opportunity, interaction, communication and decision-making to utilize the 
potential of its diversity. 
Keywords 
ILR, Cornell University, diversity, human, similarities, differences, organization, opportunity, interaction, 
communication 
Disciplines 
Human Resources Management | Labor Relations | Organizational Behavior and Theory 
Comments 
Suggested Citation 
Woods, S. (2002). Creating inclusive organizations: Aligning systems with diversity [Electronic version]. 
Profiles in Diversity Journal, 4(1), 38-39. 
http://digitalcommons.ilr.cornell.edu/articles/57 
Required Publisher Statement 
Copyright by Profiles in Diversity Journal. Published version posted with special permission of the 
copyright holder. 
This article is available at DigitalCommons@ILR: https://digitalcommons.ilr.cornell.edu/articles/57 
Cornell University 
"When I first read the twelve attributes of an  
inclusive organization, I thought they were 
the most comprehensive, strateaic 
I n 1998, a group of diversity practitioners and Diversity implies a multiplicity of perspectives to getting beyond theissueS"of professionals from private, public and non- ' and "ways of doing things" informed by the just creating a diverse They hit 
profit sectors came together at Cornell diverse histories, cultures and experiences that all the elements." 
University to consider just this question: What people bring to the workplace. It challenges 
would an inclusive workplace be like? Ideas individuals to develop an expanded set of Shirley Harrison 
generated from those discussions, and subse- awareness, interpersonal and leadership shlls, Vice President o f  Corporate Diversity 
quent reviews, create an organizational frame- including open-mindedness, curiosity for Management 
work for inclusion and extend the implications learning about others, flexibility, dialogue Philip Morris family of companies 
of diversity beyond personaltinterpersonal rather than debate, tolerance for ambiguity, 
relations and best practices for managing fairness and consistency with- practices and procedures developed to prornote 
those. The inclusion framework explores the out imposing sameness. to mention a few. The diversity fit with other 'ystems in the 
implications of diversity as systemic challenge of diversity is  its complexity. on Or~dnizatiOn. Do 'pcrating systems a 
organizational change. the level, making diversity work message and incentive that is consistent with 
and leveraging the it brings means diversity's goals? Or are they contradictory and 
Diversity and inclusion are often used inter- developing organizational culture-loosely progress? Is the 'Eanization 
changeably. However, for the purpose of this defined as shared understanding of "the way Opcrationalize learning from its diversity and 
inquiry, diversity denotes the spectrum of things are done around operating convert multiple perspectives into improved per- 
human similarities and differences. Diversity systems that function with flexibility, promote formance outcomes? Are 
is about people. Inclusion, on the other cons,stent standards, and guide individual and technology aligned to leverage diversity? 
hand, is about organization. It's about opera- actions to alignment with organizational goals. employees percclvc the 'Iimate 
tionalizing diversity. Inclusion describes the as inclusive and offer the advantage of their 
way an organization configures opportunity, What the inclusion framework contributes to diversity when matching with 
interaction, communication and decision- an expanding diversity toolbox is an invitation organizational goals'? 
making to utilize the potential of its diversity. to practitioners to assume an overall view of 
the organization, to ask how the 
The Workplace Diversity 
Comell University ILR, des 
explore emerging policy 
Co-Director of The Workplace Diversity Network 
Cornell University ILR, Program for 
Employment and Workplace Systems i C R ~ I  
237 Main Street, Suite 1200 
Buffalo, NY 14203-271 9 
Ph: 716.852.4191 
FAX: 716.852.3802 . 
sew1 3@cornell.edu ALIGNING SY 
1 page 38 Profiles in Diversity Journal JanuarylFebruary 2002 www diversityjournal corn 
- - - .  
Creating Inclusive Organizations: Aligning Systems with Diversity $ 1  f , : +  f t ,  I i,. 7 
- - - . - - . .- " - . - - .- - - . 
for organizat~onal achievement, especially in 
operating environments that require cross- 
hnctional collaboratio~l, responsiveness to 
change, innovation, and continuous 
performance improvement and 2)  claiming the 
potential of diversity requires organizational 
inclusion. This discussion is most relevant for 
organ~zations that identify people as a 
resource. The operating premise is if people 
at all levels of the organization do not fecl 
valued and respected for who they are, they 
will regulate their contribution of skills, 
knowledge and insight to satisfy more narrow, 
individually defined goals. For an organiza- 
tion to leverage the resourcc people bring, it 
must both create an inclusive environment and 
organize operating systems to build capability 
for continuous learning and to develop 
opcrating systems that are criteria guided 
rather than rule bound. 
beyond the organization and, to the greatest 
extent appropriate, are free to behave 
truthfully in the work environment. 
Access to Opportunity. An inclusive organ- 
ization is one that creates a professionally 
nurturing environment in which all employ- 
ees have equitable access to opportunities for 
personal and professional growth. 
Accommodation of Diverse Physical & 
Developmental Abilities. An inclusive 
organization is one that opens opportunity to 
persons with diverse physical and developmen- 
tal abilities by offering effective adaptations in 
the workplace to eliminate barriers to work 
performance and workplace participation. 
360° Communication & Information 
Sharing. An inclusive organization is one in 
which communication and information flow 
"At a time when notions of workplace 
fairness have evolved from Title VII and 
Affirmative Action to valuing differences and 
t from managing diversity to building ' 
inclusion, workplace practitioners, 
policy-makers and scholars are faced with a 
I perplexing question: What would an 
inclusive workplace look like when 
I one is achieved?" 
1 
from all directions, in all directions and 
across all levels of responsibility. 
I Equitable Systems of Recognition & 
Reward. An inclusive organi7ation 
establishes systems to recognize, acknowl- 
edge and reward the diverse contributions 
and achievements of employees at all levels 
of responsibility. 
Alignment of Organizational Culture & 
Process. An inclusive organization is one 
that acknowledges the existence of an explicit 
and implicit organizational "culture" and con- 
tinuously seeks to align this culture to support 
organizational values and the synthesis of 
divergent perspectives. 
Collaborative Conflict Resolution 
Processes. An inclusive organization values 
and utilizes progresswe conflict resolution 
procedures that empower employees at all 
levels. across all departments, to work collab- 
oratively to solve problems, resolve intcrper- 
sonal conflicts and achieve mutually satisfy- 
ing dispute resolutions. 
Demonstrated Commitment to Community 
Relationships. An inclusive organization 
functions as a responsible citizen neighbor by 
forging constructive alliances with local 
government, schools and community-based 
organizations and professional associations to 
expand outreach to diverse communities, 
widen opportunity, enhance access or 
promote understanding to overcome prejudice 
and bias. 
At this point, the inclusion framework devel- 
oped through The Workplace Diversity Network 
is merely a conceptual construct, representing 
T~~~~ B~~~~~~ Shared Accountability & Responsibility. the best thinking of a group of diversity profes- 
CO-C~~~PctOr An inclusive organization is one in which sionals. Much work remains to be done to com- 
The Workplace D,vi.;-7i$!, b!qtwork, a~csunvability and responsibility to uphold plete the conceptual construct and validate it 
The National Conference for Corriii.,url,ty organizational values and achieve clear through research. It is not intended to be pre- 
and Justice organizational goals and objectives in a mutu- scriptive. When taken as a flexible tool, it is 
ally respectful work environment are shared by interpreted in light of a particular organization's 
employees at all lcvels and reflected in rela- unique circumstance. The inclusion framework 
I The framework identifies twelve attributes tions with customers and clients, vendors, has been used as a resource for diversity strategy 
believed to be associated with inclusive suppliers, partners and suhcontrnctars as wcll. development as well as an assessment gu~de to 
organizations and offers suggestions of hest evaluate a diversity initiative's fit with other 
practices to support each: Demonstrated Commitment to Continuous operational systems and to identify internal 
Learning. An inclusive organization strategic alliances for diversity's goals. 
Demonstrated Commitment to Diversity. acknowledges that every employee is a learner 
In an inclusive organization, visible and and teacher and creates a flexible, fluid organi- Organizations that welcome and acknowledge 
I invisible heterogeneity is present throughout zational culture that prioritizes continuous, people's diversity, offer a workplace environ- 
all departments and at all levels of responsi- collaborative, cross-organizational learning. ment of respect and opportunity, and are able to 
bility. Human differences and similarities access and leverage diverse perspectives and 
are welcomed valued and utilized at all Participatory Work Organization & Work experiences to enhance performance will have 
levels across all formal and informal Process. An inclusive organization is one discovered how to align operating systems with 
organizational systems. that recognizes the traditional and non- the complexity diversity brings. 
traditional skills, aptitudes, educational 
Holistic View of Employees. An inclusive experiences, bases of knowledge, personal Susan Woods is Senior Extension Associate w ~ t h  the 
organization is one in which all employees potential and life experiences of each Program for Employment and Workplace Systems (PEWS) 
I ,  
are viewed and respected as whole persons employee and structures work organization at Cornell University, School of Industrial and Labor 
with identities and family lives which extend and processes to utilize these diverse slulls. Relations. 
www.diversityjournal.com Profiles in Diversity Journal JanuarylFebruary 2002 page 39 


Creating Inclusive Organizations: Aligning Systems with Diversity

[Excerpt] Diversity and inclusion are often used interchangeably. However, for the purpose of this inquiry, diversity denotes the spectrum of human similarities and differences. Diversity is about people. Inclusion, on the other and, is about organization. It's about operationalizing diversity. Inclusion describes the way an organization configures opportunity, interaction, communication and decision-making to utilize the potential of its diversity.Woods4_Creating_Inclusive_Organizations.pdf: 3094 downloads, before Oct. 1, 2020

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