Making Differences Matter
Harvard Business Review September, 1996 / October, 1996 HEADLINE: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY BYLINE: by David A. Thomas and Robin J. Ely; David A. Thomas is an associate professor at the Harvard Business School in Boston, Massachusetts. Robin J. Ely is an associate professor at Columbia University 's School of International and Public Affairs in New York City. Their research and teaching focus on the influence of race, gender, and ethnicity on career dynamics and organizational effectiveness. ABSTRACT: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY DAVID A. THOMAS and ROBIN J. ELY Diversity efforts in the workplace have been undertaken with great goodwill, but, ironically, they often end up fueling tensions. They rarely spur the leaps in organizational effectiveness that are possible. Two paradigms for diversity are responsible, but a new one is showing it can address the problem. The discrimination-and-fairness paradigm is based on the recognition that discrimination is wrong. Under it, progress is measured by how well the company achieves its recruitment and retention goals. The paradigm idealizes assimilation and color- and gender-blind conformism. The access-and-legitimacy paradigm, on the other hand, celebrates differences. Under it, organizations seek access to a more diverse clientele, matching their demographics to targeted consumers. But that paradigm can leave employees of different identity-group affiliations feeling marginalized or exploited. In companies with the right kind of leadership, a third paradigm is showing that beneficial learning takes place and organizations become more effective in fulfilling their missions if employees are encouraged to tap their differences for creative ideas. If all or most of eight preconditions are in place, the opportunities for growth are almost unlimited. Leaders in third-paradigm companies are proactive about learning from diversity; they encourage people to