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The Network Newsletter, Volume 3 Number 2

DigitalCommons@ILR

Cornell University ILR School 
DigitalCommons@ILR 
Newsletters ILR Collection 
August 1997 
The Network Newsletter, Volume 3 Number 2 
Tammy Bormann 
The National Conference 
Susan Woods 
Cornell University, sew13@cornell.edu 
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The Network Newsletter, Volume 3 Number 2 
Keywords 
ILR, Cornell University, commitment, diversity, learning, networking, spring forum, community, corporate 
leader, CEO, DTC, workplace, disabilities 
Comments 
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Volume 3 Number 2 August 1997
1997 Spring Forum Success:
An Exceptional Learning and Networking Experience
The members of the Workplace Diversity Network who gathered in Louisville, Kentucky between May
28 and May 31 for the 1997 Network Spring Forum enjoyed an exceptionally stimulating, challenging
and collaborative learning experience.  The theme of the Forum was “Communicating the
Commitment” and sessions explored the various ways organizations can and should communicate their
commitment to diversity to internal and external constituencies.
Fourteen participants came from large corporations, small businesses and not-for-profit organizations
to engage acclaimed consultants Elsie Y. Cross and David Tulin, and human relations experts from The
National Conference, around the critical issues of intent versus behavior in the workplace; the fabric
and impact of social oppression; the business rationale for diversity initiatives; welcoming persons with
disabilities to the workplace; and the process of dismantling racism among corporate and community
leaders.  While the dialogue between participants and speakers was excellent, the dialogue among the
participants themselves was equally substantive.  In their written evaluations of the Forum, participants
indicated that they came away with concrete knowledge, new insights and perhaps most importantly,
solid relationships of support and collaboration with one another.
Under separate cover, Network organizations which did not participate in the Spring Forum will receive
the complete Forum resource book.  This Network Newsletter is designed to inform the contents of the
resource book by briefly summarizing the highlights of the 1997 Spring Forum.
Communicating the Commitment through
Community and Business Leaders:
The Dismantling Racism Project of The
National Conference, Saint Louis Region
Maggie Potapchuk, The National Conference
The 1997 Spring Forum began with an unusual
luncheon discussion.  Each participant was invited
to share a “diversity moment” – an experience
during which his or her commitment to and
involvement with diversity issues had a significant
impact.  The experiences ranged widely from the
personal to the professional and served to foster a
sense of community and kinship among
participants.   The luncheon discussion prepared
the group to engage the first Forum presenter,
Ms. Maggie Potapchuk of The National
Conference, Saint Louis Region.  Maggie directs
the Dismantling Racism Project, the centerpiece
of a larger regional initiative known as
CommUnity – Saint Louis.  The Dismantling
Racism Project is a comprehensive process of
education and activism to prepare selected
Volume 3 Number 2 August 1997
community and corporate leaders to break down
racist systems and create new community
structures which incorporate, respect and value
racial and cultural diversity.
The mission of the CommUnity – Saint Louis
initiative is to “dismantle individual, cultural and
institutional racism by establishing and
maintaining programs that increase multiracial
awareness and cross-cultural competency, initiate
collaborative relationships, promote mutual
understanding and respect among all people, and
develop inclusive organizations.”   Maggie
described how the Dismantling Racism Project
develops a network of people who have been
trained to address racism on personal, cultural and
institutional levels.  Once trained, these
individuals become change agents in their spheres
of influence.
The educational process begins with an intensive,
highly personalized six-day Institute for
Dismantling Racism which involves 28
participants.  The Institute focuses on one’s own
role in the system of oppression based on race.
As participants learn the dynamics of this system
and their individual roles in it, they begin to
understand their own personal dynamic for
change.  A highlight of this learning experience is
a segment known as “A Day in the Life of a
Change Agent” which is designed to prepare
participants to challenge and reconstruct
oppressive systems in the various institutions
within which people have roles (e.g., family,
educational setting, workplace, religious
community, civic groups).
Upon completing the Institute, participants are
required to make a two-year volunteer
commitment to support the mission of
CommUnity – Saint Louis by providing 20
hours of volunteer time per year.  These
volunteer hours support the objectives and
strategies of the larger CommUnity – Saint Louis
social change effort, which is based on the social
change model developed by Bailey Jackson and
Rita Hardiman of the University of
Massachusetts.
Included in the Forum resource notebook is a
detailed description of the vision, mission, goals,
objectives and strategies of CommUnity – Saint
Louis and its centerpiece program, the Institute
for Dismantling Racism.   Maggie’s presentation
provoked thoughtful discussion and inquiry among
Forum participants.  She is willing to discuss the
project in detail with others who may wish to
replicate the effort in their own communities.
Communicating the Commitment
to Resisters and Allies
David Tulin, President and Lead Trainer,
Tulin DiversiTeam Associates
David Tulin spoke directly to the connection
between diversity and organizational excellence,
defining diversity as a matter of organizational
competency.  “Diversity is about everyone and
that includes white men.  It’s not about political
correctness, not about sensitivity.”  In David’s
view, when thinking about workplace diversity,
the appropriate “PC” is professional competency.
It’s not a voluntary matter anymore.  Working
with resisters and allies, David recommended
identifying diversity as a critical business issue,
linking it with organizational goals and developing
ways to eliminate behaviors which frustrate goal
achievement.
In approaching diversity as a business issue, David
distinguished three concepts:  intent, behavior and
impact.  Intent is how or what a person “means”
by behaving in a certain way.  Behavior is what a
person actually does.  Impact is how the action
affects a person, group or organization.  David
recommends a change strategy focused on
behavior and impact, rather than intent.
Prejudice, bias and stereotyping leak into the way
people behave such that the impact of that
behavior has negative consequences for the
Page Three
Volume 3 Number 2 August 1997
organization.  Change is achieved through
connecting behaviors with impact and linking that
to organizational goals.  “People change external
factors first before a (value) transformation.”
Diversity change may be threatening.  It is likely
to cause anxiety and discomfort.  David’s
approach:  “People have a right to feel
discomfort, but they don’t have a right to let that
disrupt organizational goals.”  This distinction is
critical to the development of a process that has
the desired impact.  David’s goal:  to assist
organizations in the development of multicultural
competence, defined as a set of behaviors,
attitudes, information and/or policies that enable
an individual or organization to function
effectively in a multicultural environment.
Identifying organizational advantages and
measurement is important and doable.  David
suggested a number of “diversity competitive pay-
offs” -- cost savings, conflict identification and
resolution, the advantage of recruiting and
retaining “the brightest and the best” that comes
with being an “employer of choice,” marketing,
creativity, problem-solving, system flexibility,
productivity and quality. One company he worked
with introduced women in a formerly male
department.  The work involved use of 30 pound
jack hammers, which were too heavy for the
women.  In response, the company was motivated
to find a lighter, 15 pound jack hammer.  It’s
eventual adoption across the department, men
and women, reduced back injuries by 80%.
“That’s a measure of diversity.”
David shared his insight and experience linking
the business case for diversity with a
behavior/impact change model.  His presentation
informed the discussion of intent versus behavior
change strategies, which continued throughout the
Forum.  Extensive supportive materials are
included in the resource notebooks.
Communicating a Comprehensive Effort to
Build Inclusion in a Diverse Workplace
Elsie Y. Cross, President and CEO, Elsie Y.
Cross Associates, Inc.
Elsie Cross began her keynote session with an
unexpected statement:   “My work is not about
diversity and inclusion.  These terms are cop-outs
for the real issues.  The fundamental goal of my
work is integration.”   Forum participants
immediately sought a definition for integration,
which Elsie explained as the identification and
removal of systemic barriers that prevent groups
of individuals within an organization from
performing and achieving at their highest levels.
The removal of barriers creates an environment
in which individuals are fully integrated on
personal and professional levels.
While many diversity professionals choose not to
delve into issues of oppression and systemic
discrimination, Elsie has made these the central
focus of her educational efforts.  She encourages
her clients to employ Kurt Lewin’s Force Field
Analysis to determine what factors will remove
barriers and provide momentum toward the goal
of integration and which factors will hinder
progression toward the goal.  To support this
exploration, Elsie has designed the Oppression
Matrix, a visual depiction of the divisive swath
oppression and oppressive systems cut across an
organization.  The horizontal axis is gender; the
vertical axis is race.  When oppression cuts
diagonally across these categories, we see how
white women and men of color inhabit dual worlds
of privilege and oppression, one based on race and
the other based on gender.  We see also how white
men and women of color reside at the poles:
white men in privilege based on race and gender
and women of color in oppression based on race
and gender.   Elsie employs this visual imagery
not only to explain the function of oppression
but to identify common experiences that can
serve as the source for new alliances to achieve
integration:  white women and men of color;
white men and women of color.
Page Four
Volume 3 Number 2 August 1997
The Oppression Matrix and Elsie’s insistence on
the goal of integration, as opposed to inclusion or
diversity, generated vigorous discussion and
dialogue among Forum participants.  How do
organizations respond to the notion of
integration?  Are they resistant to the concept of
oppression?  What about white men?   Elsie
responded by delineating the steps she follows to
guide her interventions with organizations.
Phase One
1) Get the unequivocal support of the CEO and
his or her direct reports by making the case
for lost human potential, resources, creativity
and the cost of replacing employees.
 
2) Conduct a thorough assessment of the
organization using focus groups; survey data;
and HR demographics and statistics.  Protect
confidentiality by gathering perceptual data
that describe employee perceptions of the
work environment, keep it anonymous and
offer it in summative, report form.  Do not
provide raw data.   Remember that assessment
data are critical for bench marking success.
 
3) Create a representative group of individuals
who will lead the effort and serve as early
champions of the effort.  This group may be a
Diversity Council or Diversity Task Force.
 
4) Create awareness of issues through
experiential workshop education.  Be sure to
help participants understand what the issues
have to do with their organization.  Be sure to
have a mechanism for reporting workshop
recommendations.
5) Work with Diversity Council (CEO and CFO
especially) to help them become diversity
champions.  The Diversity Council is the
body that receives workshop
recommendations; creates vision for change;
and establishes organizational plans.
Diversity champions are responsible for
supporting the initiative beyond the President
or CEO.  Elsie also underscored the
importance of having white males among the
diversity champions so they can be supported
by their Diversity Council allies to use their
“white male” power to effect change.
Phase Two
In Phase Two, Elsie focuses on capacity-building
within the organization.  Capacity-building
requires the transference of knowledge and skills.
As an example of effective capacity-building,
Elsie cited a client who released 30 professionals
to spend 8 months at full salary learning to
become change agents and DTCs (Diversity
Trainers and Consultants).   The education and
replication of skilled, committed individuals
within the organization clearly serves to solidify
prospects for successful organizational change.
In this phase, Elsie also recommended that the
HR director be positioned as a key facilitator of
change; however, she insisted, it is critical that
the overall initiative be driven by line
management, perhaps in partnership with Human
Resources.  She noted also that it is critical to
establish  incentives and accountability to support
and strengthen the initiative.
Elsie provided a written description of her
intervention steps which is available for perusal in
the  Forum resource notebook.
Communicating A Commitment to Persons
with Disabilities In Your Workplace
Pat Gleich, The National Conference,
Kentuckiana Region
Pat Gleich, Executive Director of the
Kentuckiana Region of The National Conference,
brought her considerable experience as an
educator and trainer to bear on this conversation
about welcoming  persons with disabilities to the
Page Five
Volume 3 Number 2 August 1997
workplace and including them as full participants.
In her training programs, Pat recasts the ADA
(Americans with Disabilities Act) to mean
Appreciating Different Abilities.  In this context,
her training prepares organizations to understand
the particular dynamics of disability/ability as
they are perceived by those individuals who are
differently-abled.
Pat explored the struggle between humanity and
bureaucracy that challenges many organizations
as they attempt to include differently-abled
persons in their workforce.   She acknowledged
that communication, both written and verbal,
functions as an essential factor in the hierarchy of
disability treatment.  Organizations are often
more willing to include individuals who have
mobility impairments but are able to
communicate with verbal and written language
than they are people who are visually impaired or
deaf.
Pat encouraged Forum participants to view
reasonable accommodation within an expense vs.
value paradigm.  Is the relative expense of
accommodation — whether it’s adapting a work
station, providing interpreters or a Braille
computer, allowing flexible work hours and
locations to accommodate the needs of a person
who has a chronic, progressive illness—equal to
the value which that individual (or those
individuals) provide in the workplace?   Pat
supported her presentation with a collection of
printed resources which are included in the Forum
resource book.
Closing Thoughts
The 1997 Spring Forum brought to life the unique
advantages gained through participation in The
Workplace Diversity Network -- the opportunity to:
•  Exchange ideas one-on-one with diversity change
leaders from organizations across the country and
develop professional rapport
•  Identify current and emerging issues in diversity work
and enjoy a discussion environment designed to
explore challenging questions
•  Provide exposure to ideas of leading figures and
consultants in the field, in the context of small group
discussion
•  Provoke thought and expand knowledge
One noteworthy observation from Louisville serves as an
example.  During Pat’s session on the ADA, discussion
turned to the implications for diversity best practice
offered by the procedural specifications of the ADA, as
compared to EEO/AA, and highlighted what we’ve learned
about making diversity work.
Consider the diversity learning embodied in the
reasonable accommodation process.  By requiring
consultation with the person with the disability, the ADA
explicitly acknowledges individual differences and
disallows the “one accommodation fits all” stereotype.
Reasonable accommodations provide a clear
demonstration that “there’s more than one way of doing
things.”  Working successfully with differently abled
members of the workforce can help build an
organization’s capacity to encompass difference, rather
than impose assimilation, a central quality of inclusion.
It’s interesting to consider if the ADA goes a step beyond
earlier anti-discrimination legislation by more explicitly
promoting organizational culture change focused on
humanity, rather than bureaucracy.
Advance Notice  --  The 1997 Fall Forum is
being planned for the week of November 17,
1997.  Mark your calendars.  Details coming
soon!
The Network Newsletter Ó  1997 The Workplace Diversity Network
Tammy Bormann, The National Conference, 202/206-0006
Susan Woods, Cornell University ILR, 716/852-4191


Cornell University ILR School 
DigitalCommons@ILR 
Newsletters ILR Collection 
February 1997 
The Network Newsletter, Volume 3 Number 1 
Tammy Bormann 
The National Conference 
Susan Woods 
Cornell University, sew13@cornell.edu 
Follow this and additional works at: https://digitalcommons.ilr.cornell.edu/newsletters 
Thank you for downloading an article from DigitalCommons@ILR. 
Support this valuable resource today! 
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accepted for inclusion in Newsletters by an authorized administrator of DigitalCommons@ILR. For more 
information, please contact catherwood-dig@cornell.edu. 
If you have a disability and are having trouble accessing information on this website or need materials in an 
alternate format, contact web-accessibility@cornell.edu for assistance. 
The Network Newsletter, Volume 3 Number 1 
Keywords 
ILR, Cornell University, Texaco case, diversity, customer, trust, employee, worker rights, job discrimination, 
diversity, Wegmans, market 
Comments 
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 Volume 3     Number 1     February 1997  
Could It? Does It? 
How Can We Prevent It Here? 
Responding to the Texaco Case  
The Texaco discrimination case and the publicity that surrounded it 
compelled many of us to step back and think the unthinkable: Could it 
happen here? Does it happen here? How can we prevent it from 
happening here?  
Given the nationwide discussion incited by the Texaco case, we were 
interested to hear the thoughts and responses of Network members. We 
invited several Network members to consider two questions: How has the 
Texaco case influenced your organization's diversity efforts? Do you 
believe the Texaco case reflects the reality of the American workplace or 
is it an isolated incident? Here's what they said.  
Terri Smalley is the Cultural Diversity Specialist with Talbots, a 
manufacturer and retailer of upscale women's fashions based in Hingham, 
Massachusetts. Terri acknowledged that while the Texaco case did not 
produce widespread discussion within the company, any time an 
organization is caught discriminating, other organizations sit up and take 
notice.  
She and her colleagues at Talbots were compelled to ask "Are we at risk? 
Is there anything we've overlooked?" Such questioning did not however, 
create any changes in Talbots' diversity initiatives. She explains that 
changes in diversity initiatives rarely are instigated by external events, but 
rather by internal feedback generated through exit interviews and 
customer evaluations.  
Smalley felt the impact most strongly as a Texaco credit card holder who 
questioned whether she wanted to patronize Texaco gas stations any 
longer. "Our company builds its relationship with customers on trust. Our 
customers see Talbots as a company with integrity. We will always do 
what's right for our customers. Because our sales associates are often both 
Talbots employees and Talbots customers, we must show our employees 
the same respect we show our customers. Talbots is committed to giving 
its employees the tools they need to communicate that respect to a diverse 
customer base throughout the country."  
Believing that there must be a direct parallel between the way a company 
treats its employees and its customers, Smalley fears that Texaco may 
have discriminated against customers in much the same way it has 
discriminated against its employees. She questions the seriousness of 
Texaco's diversity efforts and suggests that they could not have been well 
conceived or executed if discriminatory behaviors were permitted to 
occur.  
Is Texaco a reflection of reality or a blip on the screen? Smalley argues 
that Texaco is a reflection of some, but not all, workplace environments. 
She suggests that while the media typically highlight only the failures, not 
the success stories, they have educated the public about the rights of 
workers. Consequently, she believes, the work force is more informed, 
more educated, more outspoken and far less tolerant of discrimination in 
the workplace. As a result, she anticipates fewer incidents of 
discrimination in the future. "Effective diversity initiatives cause shifts in 
the way organizations function Mdical changes that involve belief systems 
and personal feelings about coworkers. When your own words come back 
to you, it's an indication that the message is getting through. Then you 
know you have a diversity initiative going."  
Page 2  
Maurice Cox, Vice President, Corporate Development and Diversity with 
Pepsi-Cola Company had a slightly different take on the Texaco case.  
"It raised visibility and anxiety. Any management team that has no women 
and no minorities will become suspect. Employees will wonder, 'How can 
I trust that the management team will be fair with my career if my voice is 
not represented?"' Cox believes the Texaco case, which he has followed 
closely for several years, validates our suspicions that such behavior 
occurs in most organizations. Without the audio tape, he suggests, 
allegations of such behavior would have been dismissed out of hand. 
However, Cox questions whether al four executives personally supported 
the discriminatory comments; he supposes that some individuals simply 
chose not to challenge their peers. The Texaco case raises complex 
questions about responsible individuals who choose to remain silent in the 
face of discrimination rather than risk a conflict.  
How has the Texaco case influenced diversity work at Pepsi? Cox says it 
"renewed focus on auditing processes at Pepsi. How do we look, what do 
we say? To what extent will this change behavior and performance?" He 
concurs with Talbots' Terri Smalley when he suggests that "it's rare to see 
diversity or discrimination occur exclusively with employees and not with 
customers."  
Cox suggests that "there are two kinds of companies: those that 'get it' and 
are willing to help their employees 'get it' and those companies that are 
taking the bullets between the eyes. [Texaco reminds us ] we can't ignore 
the avoidance of pain notion -- the implications of what can happen when 
diversity isn't addressed."  
Cox challenges those organizations that are addressing diversity, however, 
to address a fundamental question: Can we rely on white males alone to 
manage diversity? Unless diverse individuals are responsible for 
implementing effective diversity initiatives, there will always be a 
question of trust. The Texaco case, Cox believes, validates the fears and 
suspicions of many people that discrimination of this nature is alive and 
well in the workplace. Although it may not appear in the same context, 
language or behavior across organizations, blatant discrimination exists. 
While other companies may not replicate Texaco's remediation strategy 
(surveillance of in-house diversity initiatives by external consultants) Cox 
believes that many organizations will be motivated to "avoid the pain" that 
Texaco has experienced.  
Sheryl McCullough, Manager of Diversity Policies and Planning for the 
United States Postal Service, was succinct and direct in her assessment. 
"The Texaco case didn't affect our work. We just kept moving full speed 
ahead with our diversity initiatives. We can't let the actions of other 
organizations divert our attention from the goals we've set."  
Does this type of discrimination happen in other workplaces? McCullough 
says yes, it happens everywhere. "Of course discrimination happens every 
day in the workplace, in many different ways. This is what happens when 
people outwardly express their humanness, their weaknesses."  
We can't let discriminatory behavior derail us, McCullough reminds. "We 
have to stay focused on the goad of creating a workplace where this will 
not happen. And that includes checking our own behaviors."  
Page 3  
 Advance Dates Spring Forum 
May 28-30, 1997 
Meet us in 
Louisville, KY! 
Welcome 
New to the Network  
Maurice Cox 
Vice President 
Corporate Development and Diversity 
Pepsi-Cola Company 
Sam Javelosa 
Manager, Human Resources 
Abbot Laboratories, 
Ross Products Division 
Louis Montgomery 
Manager, Compliance and Diversity Programs  
Kraft Foods, Inc. 
 
ON-LINE READER'S FORUM  
Would you like an opportunity for on-going correspondence with other 
Network members about issues of substance and importance to your 
work? Would you like to receive articles that reflect current scholarship 
and practice in the field of diversity and inclusion? Now, you can do both? 
Beginning in April, 1997, you can connect with other Network members 
through our On-Line Readers Forum.  
Here's how it works: Periodically, you will receive an article that 
addresses an important issue in organizational diversity and inclusion 
work. The Readers Forum will enable you to discuss it on-line, with 
messages going to everyone at once! By sharing perspectives, experiences 
and insights, you'll have a unique opportunity to educate and be educated 
by your colleagues across the country who are working to build inclusive 
organizations.  
The Network Readers Forum functions as an on-line newsgroup, 
accessible only to Network participants. To be a part of the Forum, here's 
all you have to do: fax your E-mail address to Susan Woods at Cornell 
ILR, FAX: 716/852-3802. After you've read the Readers Forum article, E-
mail your comments to Susan at: sewl3@cornell.edu She will post the 
mail to everyone's E-mail.  
Page 4  
Network Profiles - Liz Warren 
Diversity at Wegman's Food 
Markets, Inc. 
"We are committed to excellence through diversity." is the final message 
offered the reader on the corporate brochure, describing the services and 
accomplishments of Wegmans food stores.  
We spoke with Liz Warren, Diversity Coordinator for the Buffalo 
Division, to learn more about inclusion at Wegmans. What was revealed is 
a consistent thread that runs through Wegmans approach to its customers 
and to its employees -- an openness to differences; an emphasis on 
communication and continuous learning; and the flexibility to problem-
solve to meet diverse needs.  
As a case in point, Liz described the solution that was worked out for a 
Muslim employee who requested time for sunrise prayers during 
Ramadan. The store was able to provide a conference room for privacy 
and allowed the employee to schedule breaks during the appropriate 
prayer times and to adjust the lunch period to sunrise. From the human 
resources perspective, treating employees equally, does not necessarily 
mean treating everyone the same. We try to look for a win-win solution. 
Childcare and family issues are approached in a similar manner.  
Strong emphasis is placed on a continuous diversity education process. 
Celebrations in the stores, as with Kwanzaa or women's history month, 
offer an opportunity  
to connect employees and customers and to communicate respect for 
diversity. Greater awareness and understanding builds better working 
relations among employees as well as better relations with customers.  
We try not to call diversity a program, according to Liz, because programs 
come and go. Instead, we look at it as a way of life, a part of everything 
we do. We know if we get a group of employees together who have 
different backgrounds, we get better solutions, more creative ideas. 
Diversity is a priority now. We're working to make it part of our culture.  
The formalized diversity initiative at Wegmans is relatively new. The 
Buffalo division utilizes a crossfunctional diversity team which includes 
the division manager, store manager, pharmacy manager, night manager, a 
meat manager, and representatives from human resources and consumer 
affairs to plan and review diversity acthities.  
Training in managing diversity is provided to all managers and diversity 
awareness is built into new employee orientation.. New employees are 
given the company's non-harassment policy and asked to sign-off that they 
have read, understood and agree to abide by it.  
How is Wegmans commitment to diversity communicated? Clearly and 
loudly to employees and customers alike. The diversity commitment 
statement is posted in departments and break rooms as well as on the sales 
floor. It was the message printed on plastic shopping bags. Stores maintain 
a bulletin board devoted to diversity. Each monthly store newsletter 
contains an article on diversity. Over the past holiday season, commitment 
to diversity was featured in radio ads and illustrated in TV commercials. 
Commitment is also communicated through relationships with 
organizations such as The Urban League and Special Olympics.  
As a food market, Wegmans has won national recognition for product 
quality and service. As an employer, Wegmans was included in Levering 
and Moskowitz's 100 Best Companies to Work for in America and 
recognized by Working Mother as one of the best companies for working 
mothers. Today's priority on diversity seems to add extra meaning to their 
motto, "Every Day You Get Our Best."  
 
The Network Newsletter ©1997 The Workplace Diversity Network 
Tommy Bormann, The National Conference, 202/206-0006 Susan Woods, Cornell 
University ILR, 716/852-4191 
Visit us on-line at http://www.ilr.cornell.edu/depts/WDN 
