Transformational Diversity: Why and How Intercultural Competencies Can Help Organizations to Survive and Thrive, by Fiona Chitkin, Ph.D. and Lynda Spielman, Ph.D. GPHR
A review by Anita Rowe, Ph.D., Partner, Gardenswartz & Rowe and Emotional Intelligence and Diversity Institute
Transformational Diversity turns the kaleidoscope to bring another way to view and address diversity in corporations. It presents an approach that focuses on inclusion rather than the more traditional differences and applies the paradigm and methodology of intercultural competency to help organizations leverage diversity as an asset. The premise of the book is that by emphasizing intercultural competencies, organizations can transform their cultures and capitalize on diversity as a business advantage.
The authors first explain why the current domestic diversity models and approaches are not sufficient to meet the inclusion needs of today's global and multicultural corporations and then go on to show how Transformational Diversity can help. Aimed at a corporate audience, their focus is a pragmatic, business-oriented one that uses corporate examples, language and statistics to demonstrate the strategic case for inclusion, including contemporary issues such as social responsibility and downsizing/layoffs. For readers looking for answers to why regarding diversity and inclusion, this aspect is particularly helpful
One of the strengths of the Transformational Diversity approach is that it is based on four key areas that serve to focus the transformational work:
1. stressing values which drive differences in behavior
2. focusing on differences of relevance and consequence
3. aligning domestic diversity with a global perspective
4. developing intercultural sensitivity organization-wide
These four provide a needed focus in diversity and inclusion work and help prevent the scattered approach that sometimes characterizes diversity implementation.
Another strength is that Transformational Diversity provides a framework for integrating diversity into multiple organizational structures and functions, from Global Mobility and Talent Management to Sales and Marketing. This makes diversity and inclusion not just a part of the HR function, where it is often located, but a strategic business aspect impacting key aspects of organizational operation.
The authors then present the how of Transformational Diversity using a series of templates or, they are called in the book, archetypes for change. These detailed outlines of training and development sessions present rich content and relevant concepts for educating leaders and employees at all levels about multiple aspects of diversity and intercultural competencies. However, the changes represented in these archetypes remain in the realm of training and development. This is an area where the book could provide more direction and help. While training and development is a necessary aspect of culture change, it alone is not sufficient to bring about that change. The awareness, knowledge and skills gained through the series of training processes outlined can create a strong foundation of understanding. However, what is then needed are clear steps for how to make the systemic organizational changes required to carry out the real cultural transformation needed for inclusion.
While aimed at corporate leaders, the Transformational Diversity approach also has much relevance for organizations in other sectors of the economy such as education, health care, government and non-profit. It gives HR and Diversity professionals as well as other leaders, valuable information for strategizing about how to transform their cultures to leverage diversity for the benefit of their organizations.
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