Building an Inclusive Diversity Culture: Principles, Processes and Practice

Building an Inclusive DiversityCulture: Principles, Processes andPracticeNicola M. PlessThomas MaakABSTRACT. In management theory and businesspractice, the dealing with diversity, especially a diverseworkforce, has played a prominent role in recent years. Ina globalizing economy companies recognized potentialbenefits of a multicultural workforce and tried to createmore inclusive work environments. However, manyorganizations have been disappointed with the results theyhave achieved in their efforts to meet the diversity challenge [Cox: 2001, Creating the Multicultural Organization(Jossey-Bass, San Francisco)]. We see the reason for this inthe fact that while much attention has been paid to thestrategic dimension of diversity policies, systems, andprocesses, much less thought has been given to the normative dimension, the norms and values involved. Giventhe fact that diversity is essentially about cultural normsand values, appropriate reflection work becomes a fundamental task to create a truly inclusive work environment where people from diverse backgrounds feelrespected and recognized.Therefore, we focus in this article on the challenge ofbuilding an inclusive diversity culture showing that such aculture of inclusion has to be built on solid moralgrounds. We present a conceptual framework of inclusionbased on a moral theory of recognition and introduce the

founding principles of reciprocal understanding, standpoint plurality and mutual enabling, trust and integrity.After revealing barriers that hinder a culture of inclusionfrom emerging we shed light on the process of developingsuch a culture which involves four essential transformational stages: The first phase focuses on raising awareness,building understanding and encouraging reflection. Thesecond phase deals with the development of a vision ofinclusion as an important step to define the changedirection. In a third phase key management concepts andprinciples should be re-thought. This leads to the fourth,action-oriented phase, that focuses on an integrated Human Relations Management (HRM)1 system that helpsimplement change by doing both, translating the founding principles via competencies into observable andmeasurable behavior and fostering the development,reinforcement and recognition of inclusive behavior.KEY WORDS: business principles, change management,corporate culture, diversity management, discourse ethics,ethics of recognition, business ethics, integrated personnelmanagement system, HRMIntroductionOne of the major ethical challenges in todaysincreasingly diverse work environment is the searchfor sound principles to frame business activities andguide actors, corporations and individuals. Whilediversity has been a much debated topic in management theory and practice in recent years, it wereinitially legal aspects, notably the avoidance of lawsuits, as well as changes in...