College and Research Libraries Guest Editorial Why Diversity Isn't So Plain As a leader; one must sometimes take ac- tions that are unpopular.1 -Nelson Mandela What is diversity and why is there so much talk about it? While the definition of diversity, the condition of being differ- ent, is plain and simple, studies suggest that diversity often is misunderstood in the corridors and by the water fountains of some workplaces. Many individuals do not understand that diversity is the management of an organization's sys- tem and cultures to ensure that all em- ployees are given the opportunity to contribute. The term diversity is often reduced to a simplistic euphemism for issues related to minority-majority rela- tions. Diversity is a complex issue and should be understood in its many di- mensions and from all perspectives. One of the key features of an effective di- versityprogramis the clear and unequivocal support of senior management as exem- plified by this anecdote about a CEO: Ernest H. Drew, the amiable CEO of Hoechst, Celanese, the chemical giant, remembers exactly when he became an advocate of a more diverse work force. He was attending a 1990 confer- ence for Hoechst's top 125 officers, mostly white men, who were joined by fifty or so lower-level women and mi- norities. The group split into problem- solving teams, some mixed by race and sex, others all white and male. The main issue was how the corporate culture af- fected the business and what changes might be made to improve results. When the teams presented their find- ings, a light clicked on for Drew. "It was obvious that the diverse teams had the broader solutions," he recalls. "They had ideas I had not even thought of. For the first time we realized that diversity is a strength as it relates to prob- lem solving. _Before, we just thought of diversity as the total" number of minori- ties and women in the company, like affirmative action. Now we knew we needed diversity at every level of the company where decisions are made."2 Some top managers fail to understand, to provide strong support, or to commu- nicate effectively to all employees what diversity means. Managers at all levels must learn to value, rather than merely tolerate, diversity by making more than a feeble effort to synthesize an increasingly diverse workforce. Cos- metic validation is not sufficient. We must recognize that most truly innova- tive ideas on diversity emerge from man- agers willing to defy the conventional approach and transform the workplace. Some libraries have diversity manage- ment programs on the books but these programs often are not fully imple- mented because of a lack of care and sensitivity. Managing diversity is a com- prehensive process for developing an environment that works for all employ- ees. Diversity programs work much bet- ter and the results are enhanced significantly when the program is con- nected strategically to the human resource plan as well as to the top management or strategic plan. Top library management and the human resource department should be involved in diversity and clearly articulate and discuss with employees throughout the library what diversity rep- resents. The network that lubricates the careers of white males is not always avail- able to women and minorities. A sense of 97 98 College & Research Libraries inclusion of all employees must be ap- parent and there must be clear evidence that all members of the workforce are given the opportunity to make a signifi- cant contribution to the organization. By promoting multicultural interaction, li- braries are assured of survival, productiv- ity, and prosperity. Diversity should enhance individual contributions to the organization. There should be a sense of inclusion of all em- ployees by management. The whole point of managing diversity is to draw on the uniqueness of each employee. This en- hancement is more likely to be realized when more women, African Americans, Hispanics, Asians, people with disabili- ties, and older workers are hired. Diversity management involves three main components: managing diversity, valuing differences, and affirmative ac- tion. The first refers to focusing on and addressing the various needs of a diverse workforce while the second refers to recog- nizing the interpersonal qualities that affect coworkers' relations. Awareness and sensi- tivity training can assist in encouraging understanding and tolerance within an or- ganization. Affirmative action refers to focusing on the legal requirements regard- ing recruitment and promotions. Attention to these three components should result in enhanced teamwork within a diversified workforce. Diversity should be treated as a sound business issue and not a psycho- logical and anthropological concern. Di- versity is pursued in an organization for the purpose of removing barriers to pro- duction, service, and creativity. It is impor- tant for people from different cultures to learn to work harmoniously to meet the organization's goals. There should be a bal- ance in ethnic and gender representation in the workforce. The real purpose of diver- sity is to educate people to overcome igno- rance and fear of other cultures. Visionary managers who are totally committed to diversity can further en- March 1995 hance their understanding and commit- ment by serving on a board, committee, or commission as the only one of their race or group. Managers can seek out social and professional opportunities where their presence will add diversity to the group .or organization. In situations like these, leaders can see diversity as a rich source of opportunity that needs to be mined. It is crucially important for peo- ple from different cultures to learn to work harmoniously to meet organiza- tion goals. The first step in this process is to respect individuals from other cul- tures. Cultural differences can provide managers with different perspectives from which to approach problems. Some academic studies confirm that heteroge- neous working groups view situations from a broader range of perspectives and produce more innovative solutions to problems and enhance performance. Libraries and other organizations must understand that diversity is an im- portant issue and should be an integral part of every organization. Top library managers must deal trenchantly with di- versity in order to signal its importance to senior and middle managers. Devel- oping a diverse staff means recruiting, hiring, and retaining qualified individu- als. This means hiring the highest-qual- ity people and harnessing the very best talents available. In view of the fact that the United States workforce is becoming increas- ingly diverse, it behooves managers to create a workplace environment in which workers of various cultural backgrounds and both genders will flourish. A diverse workforce is not a choice for any library, it is a must. While diversity may offer unparalleled challenges, it will also pro- vide wonderful opportunities for excel- lence and quality. EMMA BRADFORD PERRY Southern University Library Baton Rouge, Louisiana REFERENCES 1. Richard Stengal, "Long Walk to Freedom," Time 144, no. 22 (Nov. 1994): 52. 2. Faye Rice, "How to Make Diversity Pay," Fortune 130, no. 3 (Aug. 1994): 79. Recent Additions to the Greenwood Press Series Contributions in Librarianship and Information Science .. New additions to this fine series of professional volumes are featured here. 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