Sustainable Inclusion through Performance-Driven Practices: An Evidence-Based, Dynamic Systems Framework

Description

How can organizations better achieve inclusion, equity, and superior performance from diversity? Decades of stalled progress require a wider range of policies. Applying a system thinking approach to a transdisciplinary synthesis of research findings, the authors’ comprehensive framework guides inquiry and practice by identifying problematic dynamics. Comparative case studies reveal, in contrast, favorable dynamics of intergroup contact that result from an evolved elaboration of practices for inclusive interactions, socialization, and accountability. Over time, when promoted for mission attainment, applied to all members, and customized to the workgroup, the practices generate inclusion, equity, and superior performance. Cover Title page Copyright page Sustainable Inclusion through Performance-Driven Practices: An Evidence-Based, Dynamic Systems Framework Contents 1 Introduction 1.1 The Opportunity 1.2 Research and Practice Issues for Public and Nonprofit Organizations 1.3 Motivations for Driving Diversity with Inclusion and Equity 1.4 Requisite Analyses: The Dynamics of Complex Systems 1.5 Evidence-Based Modeling 1.6 A Framework for Inclusive Interactions, Equity, and Performance 1.7 Reader’s Guide 2 System Dynamics Insights for Overcoming Policy Shortfalls 2.1 Leverage Points 3 Policy Shortfalls: Realities vs. Beliefs about Equity and Performance 3.1 Sustained and Costly Policy Shortfalls That Inhibit Inclusion, Equity, and Performance 3.2 Prevalent Inaccurate Beliefs about Inequalities and Meritocracy 3.3 Implications for Policies, Leaders, and Researchers 4 Dynamics Undermining Diversity Policy Efforts 4.1 Modeling Dynamics of Unintended Consequences 4.2 Findings on Unintended Effects of Contemporary Diversity Policies 5 Policy-Undermining Dynamics Driven by Three Common Social Practices 6 A Framework of Dynamics for Diversity Success: Identifying Leverage Points Based on Research Findings 6.1 Intergroup Contact 6.2 Inclusive Interactions 6.3 A Policy-Guiding Framework for Inclusion, Equity, and Performance 7 Structuring Practices for Sustainable Inclusion 7.1 Structured Inclusive Interaction Practices 7.2 Socialization Practices 7.3 Behavior Accountability Practices 7.4 Outcomes Accountability Practices 7.5 Sufficient and Insufficient Structuring of Inclusive Interactions 8 Adaptive Learning and Its Timing 9 Illustrative Cases: Achieving Successful Inclusion, Equity, and Performance 9.1 Mission and Values-Driven Cases 9.2 Nonprofit Boards of Directors 9.3 A Case of Top-Down-Driven Change 9.4 Elaborating and Customizing Practices for Inclusion 9.5 Initiating Change 10 Policymaking, Research, and Practice: Systems Thinking Insights for Diversity Success 10.1 Policy Challenges Revealed by Research and System Dynamics 10.2 A Primary Leverage Point: Emphasizing Work Unit Performance via Inclusive Interaction Practices 10.3 Ongoing Policy Persistence and Revision 10.4 Qualifications 10.5 Future Organizational Practice and Research References