Abstract
After decades of committed efforts many leaders, diversity and inclusion scholars, and practitioners have hit a metaphorical “brick wall.” After taking affirmative action, valuing differences, diversifying, and balancing their scorecards, they are now approaching the bounds of their effectiveness in terms of creating and sustaining diverse organizations that maximize the value of their human diversity. After doing everything right (e.g., making recruiting practices more fair, populating leadership pipelines with a diverse candidate pool, ensuring fair policies, sponsoring diversity climate audits, conducting diversity training) today’s leaders, scholars, and practitioners realize that having a highly diverse and trained1 workforce is simply not “enough”—something is still missing.2
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Notes
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© 2014 Jeri-Elayne Goosby Smith and Josie Bell Lindsay
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Smith, J.G., Lindsay, J.B. (2014). Introduction. In: Beyond Inclusion. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137385420_1
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DOI: https://doi.org/10.1057/9781137385420_1
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