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Manage Resistance to Change Proactively EssayRegister for this journal is useable at http//www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http//www. emeraldinsight. com/0262-1711. htm Managing transformation exploitation a strategicalal intend salmagundi turn up Earnest Friday Management in the College of moving in Administration, Florida International University, Miami, Florida, USA, and Managing mutation 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. FridaySchool of Business and Industry at Florida AM University, Tallahassee, Florida, USA Keywords novelty focal point, Strategic instruction, Change attention Abstract M whatever shapings keep grit implemented mixed types of initiatives within the last few decades in an effort to deal with potpourri. A possible missing vinculum (link) betwixt how an system deals with mixed bag and its impact on the bottomline is a in incarnated novelty dodging that is executed victimisation a mean change approach to systemically manage vicissitude.While many ecesiss eat up implemented a incorporate variety dodging, most afford non used a aforethought(ip) change-corporate variation strategy. The lack of a planned change-corporate sort strategy is kind of presumable to inhibit managing re unseasoneding from go systemic to an brasss culture and its modal value of doing vexation, thus tending to disallow the potential bene? ts of renewal to be maximized.Hence, this paper offers a example for using a planned change-corporate regeneration strategy to climb on on the multifariousness flurrytinuum starting with acknowledging to valuing, and ultimately to managing mixed bag and systemically managing salmagundi using a eight-step managing salmagundi mould. Introduction Over the past few decades, academicians, practitioners and organisational researchers dedicate recognized that variety steer is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001 Stark, 2001 Williams and OReilly, 1997).In this paper, renewing refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is defraudtrary from an opposite individual (Williams and OReilly, 1997). Some widely accepted variousiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender mutation tend to receive the studyity of the attention in the organisational miscellany literature (Stark, 2001 Williams and OReilly, 1997), this de? ition allows for the cloths offered to be applied to any type of organisational regeneration salient to members. Diversity programs have been implemented in many multinational arrangings, primarily, in an effort to improve working relationships Journal of Ma nagement Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 surrounded by white males, whose relative numbers continue to decrease, and demographically contrasting individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996).While many multinational organisations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying war for talent in nows competitive, global business environment, it is controlling that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not precisely acknowledge and value diversity, but to also systemically manage and inculcate diversity into an cheeks corporate culture.This type of approach tail contribute immensely to an organizations index to use all of its human capital as a strategic nitty-gritty to gain and insist a competitive advantage in todays dynamic, global marketplace (Richard, 2000). It has been purported that if diversity hatful be effectively managed in an organization, about potential bene? ts to the organization include greater creativity and innovation, and alter decision-making (Cox, 1991).Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While in that location may not be some(prenominal) empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998 Richard, 2000 Stark, 2001), thither is real-world evidence (e. g.Coca-Cola, Dennys, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical ex trapolation that an organizations magnate or inability to nominate a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity provide have on its bottomline.Many organizations have implemented motley diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic rateing. It is super probable that this lack of planned strategic alignment contributes immensely to the purported in forcefulness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a planned change-corporate diversity strategy prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organizations diversity initiatives (de signed to manage diversity) with the organizations strategic goals, and ultimately make managing diversity an integral part of the organizations culture. An aligned planned change-corporate diversity strategy give contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organizations human resources. This is especially signi? set up for organizations with a super diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives atomic number 18 aligned with organisational policies, procedures, and systems. Such alignment is coveted to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversitys purported bene? ts, including the end goal of increasing the bottomline.Thus, frameworks be presented for using a planned change-corporate diversity strategy to advance from the initial passive nations of acknowledging and val uing diversity to the ? nal active state of managing diversity on the diversity continuum and systemically manage diversity using the speci? c eight-step managing diversity affect. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996).In some cases, valuing diversity and managing diversity have been considered, and some clock times used, interchangeable when, in fact, they atomic number 18 two divergent phenomena (Jenner, 1994). By the very disposition of their de? nitions, valuing and managing diversity are distinctly contrasting. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and lapse situations. Given these de? nitions, valuing diversity should be considered a more passive phenome non, where importance or signi? ance is minded(p) to individuals differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the opposite hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organizations strategic goals are being fully and effectively met. In different words, it refers to successfully organizing the organizational inputs of individuals with various(a) backgrounds.This de? nition is consistent with the managing diversity de? nition given by Thomas (1991) a way of thinking toward the objective of creating an environment that exit enable all employees to r distributively their full potential in pursuit of organizational objectives. The diversity continuum As a result of the muddiness in the literature between the two phen omena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In do-gooder to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of one-third elements that delineates what to do with diversity may serve to simplify or clarify the confusion in the diversity literature.Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue.It is likely that these individuals do not accept the idea that they are likely to be biased in their fundamental interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. at a time diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity acknowledging, valuing, and managing diversity.The three resultant chemical elements of the diversity continuum are acknowledging diversity valuing diversity and managing dive rsity (see introduce 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a peculiar(prenominal) setting. In order for individuals to sincerely yours acknowledge diversity, they moldiness be exposed to it, experience it, acquire knowledge about it, and they must cave in an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as tumefy as notice for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, managing diversity refers to the planning, organizing, leading of individuals with differe nces or diversity in a particular setting, much(prenominal) that their inputs are used to execute the organizations strategic goals.Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such(prenominal)(prenominal) that individuals are systemically managed to perform and follow through its goals, not serious hoping that their performance impart somehow lead to the operation of the organizations desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 send off 1. The strategic management butt emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a diversity crisis to take place before a change is made (i. e. Coca-Cola, Dennys , Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its members should make the necessary changes to proactively move from just settling for the ? rst comprise of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must void the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum.It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Al len and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages unfreezing, change (moving), and refreezing (Lewin, 1951 Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession.Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organizations or individuals present culture (which includes perceptions, attitudes, and behaviors) toward diversity, demand to be unfrozen. This means there inevitably to be enough motivation within the organization or individual to command to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity.As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organizations strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this execution involves governing ones actions toward diverse individuals in a way that allows for healthy, fatty interaction with those diverse others.Therefore, to unfreeze the organizations culture and its members current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organizations strategic positioning to scale down the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rms strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001 Porter, 1985 Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001 Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organizations mission, vision, and long-term goals conducting internal and away assessments to identify the organizations strengths, weaknesses, opportunities, and threats (SWOT) setting selection criteria and selecting the strategies that allow for afford the organization the best strategic positioning relative to its competitors (David, 2001 Steiner, 1997).Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy sel ected strategies are properly executed (David, 2001 Steiner, 1997). Strategy evaluation involves setting control processes to unremittingly review, evaluate, and post feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be interpreted if warranted (Hill and Jones, 1998 Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations.The corporate level strategy de? nes the organizations purpose and the lines of businesses in which it plans to operate, thereby providing the overarching focal point for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001 Hill and Jones, 1998). A business level strategy is the design that should enable an organization to leverage its resources in order to differentiate itself f rom the competition within a particular line of business (David, 2001 Hill and Jones, 1998).The functional-level strategies serve to concur the organizations business-level strategy by providing direction for the appropriate short-term activities call for by each functional area to meet the goals established in the business-level strategy (David, 2001 Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001 Hill and Jones, 1998 Porter, 1985).Combining highly differentiated and ef? cient human capital with all the way delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997 Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22, 10 870 Figure 3. alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in todays competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organizations overall strategic positioning. Developing a planned change-corporate diversity strategy The organization wish to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary (Thomas, 1991).However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organizations corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach.Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy end-to-end all of the Managing diversity 871 Figure 4. The diversity continuum organizations policies, procedures, and systems.Regardless(prenominal) of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a plann ed change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to check out the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity.Conducting internal and orthogonal assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organizations structure, and to align them with all of the organizations policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning son of a bitchs to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations.Through the internal assessment, the diversity strategist should become intimately old(prenominal) with the organizations values, vision, mission, strategies, goals, and initiatives, all of which shit a sound basis for understanding the organizations culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives.The strategist must conduct an analysis to determine the most appropriate linkages between the organizations overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organizations overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. twain strategic ? t and strategic alignment are n ecessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy.In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy take to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organizations culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organizations culture and members to advance to the desired state should be put in place.In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The companionable eruditeness theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the t heoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989 Harrison, 1994). There are four major tenets of social nurture theory motivation, attention, retention, and reproduction (Bandura, 1977).These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes.Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity pr ocess should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include (1) exposure (2) experience (3) knowledge (4) understanding (5) appreciate (6) appraise (7) modify attitudes and behavior and (8) healthy interaction.All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the attention tenet of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the retention tenet of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the reproduction tenet of social learning theory.The action through each of the eight steps requires individuals to progressively develop appropriate skil ls to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the manipulation of diverse individuals (Fitzpatrick, 1997).Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary brute to facilitate the organization in achieving its goals. Diversity training should be viewed n o differently than any other type of training in which an organization invests.Therefore, it should also be viewed as a necessary tool to manage members behaviors and their ability to work fattyly with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals awareness of or sensitivity to diversity (Grubb, 1995 Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995).However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour sitting to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that . they do not build skills to facilitate individuals ability to actually manage their interactions with individuals differ ent from themselves . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals treatment toward individuals different from themselves andJMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring support mechanisms embedded in the organizations culture to ensure all individuals inputs are successfully managed to met the organizations strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organizations culture to one that systemically manages diversity.In order to create enduring change in individuals and the organizations culture, members of the organization at all levels need to move into in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expe cted from participation include, but are not limited to, skill building in the following areas the ability to clearly articulate their ideas and feelings con? ict management skills effective giving and receiving of feedback effective listening group observation skills and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by laying frank who they are divulging where they are unmasking themselves and receiving others culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and backup through events.In the third step of Knowledge, individuals become well informed, thus abl e to be informed because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their master of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals acceptance of the worth of a persons culture and values makes it easier for them to welcome and powerful estimate diverse individuals.Resultantly, individuals are able to valuate (step (6)) diverse individuals thus, they are able to leave attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals attitudes and behaviors toward diverse individual s, which is step (7), modify attitudes and behaviors.This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are gruelling and time intensive because it requires individuals to modify their attitudes and behaviors.Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in todays global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as a nalogous to the open systems approach it is a continuous process that maintains a constant reciprocal relationship with the environment.Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organizations culture and individuals interactions, such that the organizations culture and its members do not relapse back to just acknowledging or valuing diversity.Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individual s and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level.At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves.This type of re inforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001 Hemphill and Haines, 1998 Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organizations position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyones inputs should be effectively managed to contribute to the transaction of the organizations strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy.Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organizations policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states.It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, man agement needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential confinements As with any theoretical model, there are limitations.One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000 Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment thus, highly impacting individuals within the organization.Backlash is also a potential limitation members of the majority are likely to perceive that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organizations leadership may abandon the initial implementation, consequently dooming all future diversity efforts.However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives.Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organizations ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy.Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures.Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organizations culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization.The following is a list of other potential bene? ts that may be derived from using the offered frameworks . in general, individuals will develop an increased knowledge of and appreciation for other cultures . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others . here is likely to be a greater receptivity to necessary organizational changes . there is likely to be a lessening of workplace anxieties . a reduction in organizational con? ict . a more pleasant work env ironment and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in todays dynamic global marketplace.