Originally published in the May 2006 Issue of Link & Learn. 

Level One: Developing Individual Awareness. Many organizations currently involved in diversity-re-lated activities are doing "diversity in a box." Their diversity activities are prepackaged, "one-size-fits-all" training exercises strictly relating to differences between people. The focus is often primarily on race and gender differences. Some add differences in sexual orientation, personal style, physical ability, or nationality. The goal of the work is to help people from the dominant culture better understand people from other cultures or social identity groups. The implied benefit and desired outcome is to change the way people see difference. To do this kind of diversity work, organizations primarily use awareness education programs, ranging in length from a few hours to a few days, coupled with cultural events such as Ethnic Food Lunches, Diversity Days, and "Culture Celebration" months. These activities are designed to increase individual awareness, sensitivity, and understanding of other cultures, but this is only the beginning.

Level Two: Implementing Various Diversity and Inclusion Programs and Activities. Sometimes the initial awareness about diversity issues leads to the awareness that more work needs to be done. At this point, organizations may institute additional programs, such as mentoring, support networks, high potential career development, and targeted recruiting. When implementing multiple programmatic interventions, organizations often select a menu of programs from different vendors or decide on programs based on benchmarking studies, each focusing on a specific diversity issue. While the programs may be coordinated through the same department or committee of the organization, they remain loosely related at best.

Level Three: Combining Programs and Activities into an "Initiative." When an organization realizes that its future success hinges on its ability to achieve higher performance through leveraging diversity and inclusion, the diversity work that had been given piecemeal attention as a soft, people related pursuit becomes a business priority. The various elements of the diversity work are evaluated, and those activities that fit with the strategic intent of the organization are knitted together into a Diversity Initiative. The investment in this initiative is justified through the creation of an organizational imperative or business case. Such a shift is based on a comprehensive diagnosis of the interrelationship of three key areas: high performance, leveraging diversity, and a culture of inclusion. A comprehensive strategy is developed, including time frames, accountabilities, and the requisite resources to achieve the strategic goals. The investment also includes changes. In people related systems, management practices, and accountabilities. The focus moves from the needs of individuals to the needs of the entire system, and the need to create new competencies for a new culture and workplace.

Level Four: Linking and Aligning the Initiative into the Strategic Work of the Organization. For maximum effectiveness in changing people's behaviors and enhancing organizational outcomes, an organization must integrate leveraging diversity and inclusion into the strategic work and goals of the organization. This means integrating the new competencies and practices into all of the organization's other major strategies and other initiatives: leadership, quality, mergers/acquisitions, strategic alliances, downsizing, re-engineering, becoming a "preferred stock," or serving their customers or clients.

Level Five: A Way of Doing Business. As an organization unleashes the synergies gained from integrating its leveraging diversity and inclusion efforts with its strategic goals, it can measure the benefits in new or improved processes and outcomes. Institutionalizing the change involves using these and other measurements to create accountability among senior executives, managers, and all members of the organization. Everyone in the organization needs to acquire, practice, and continually improve their grasp of these new competencies, thereby continually enhancing the organization's skill base, culture, overall performance, and organizational success.

About the Authors:
Frederick A. Miller
Frederick A. Miller is the CEO and Lead Client Strategist of The Kaleel Jamison Consulting Group, Inc. A pioneer and leading authority on creating cultures of inclusion that are high performing and enable each person to do their best work, he was noted in The Age of Heretics (Currency Doubleday, 1996) as one of the forerunners of corporate change. In his 30 plus years of experience he has worked with numerous CEOs and senior level executives from such renowned companies as Mobil, Dupont, Toyota, Foxwoods Casino, Eileen Fisher, Wild Planet Toys, Northeast Utilities, United Airlines, McArthur Foundation, City of San Diego, and Apple Computers. Fred has also been involved with many Founders as they transition from a "foundercentric" culture to one of a professional management staff. He was involved with this transition at Ben & Jerry's Homemade, Inc., where he was on the board of directors for eight years. In 1972, as a manager with Connecticut General Life Insurance Company (now CIGNA), Fred helped pioneer one of the nation's first corporate diversity and inclusion efforts. He joined Kaleel Jamison and KJCG in 1979. He was President and CEO of KJCG from 1985 to 2004 and has been CEO and Lead Client Strategist since 2004. Fred is particularly respected for his ability to examine a system, issue, or culture (small group, community, or organization) at multiple levels and quickly translate his observations into a customized, strategic vision and change oriented action. Fred is currently on the board of directors for Day & Zimmerman, a $1.5 billion family owned business; Seton Health Systems; and The Sage Colleges. He is a member of the Social Venture Network (SVN), where he and Judith H. Katz, Executive Vice-President at KJCG, have worked with socially responsible organizations as they build a culture in which they can live their values and accomplish their mission. He is a former board member of National Training Labs (NTL Institute), American Society for Training & Development (ASTD), and the Organization Development Network (ODN). Fred is co-author, with Judith Katz, of The Inclusion Breakthrough: Unleashing the Real Power of Diversity (Berrett-Koehler, 2002), and Managing Editor of The Promise of Diversity (McGraw-Hill Professional Publishing, 1994). He has been published in Chief Learning Officer, OD Practitioner, HR Professional, and Executive Excellence. He is also a regular speaker at national conferences. Fred received the Outstanding Service Award from the National ODN in 2000. A native Philadelphian, he is a political science graduate of Lincoln University of Pennsylvania.

Judith H. Katz, Ed.D.
Fueled by her passion for addressing systemic oppression, Judith brings more than 25 years of experience to her work in strategic culture change. Known for her boundless energy and sharp analytical mind, her work is an extension of her lifelong commitment to championing inclusion and eliminating barriers to culture change. Judith has created outstanding partnerships with dozens of organizations, including many Fortune 100 companies. She helps clients achieve longterm sustainable change by connecting business strategies to efforts to leverage diversity and create a culture of inclusion. Judith began her career in academia, earning a doctorate in education from the University of Massachusetts in 1976. She has been on the faculties of both the University of Oklahoma (tenured associate professor) and San Diego State University. She became a partner in The Kaleel Jamison Consulting Group, Inc., in 1985 and currently serves as Executive Vice President. Judith is a dynamic speaker and internationally known author. The 25th anniversary of her landmark book, White Awareness: Handbook for Anti-Racism Training (University of Oklahoma Press, 1978, 2003) has been celebrated with the publication of a revised edition. Her courageous autobiographical work, No Fairy Godmothers, No Magic Wands: The Healing Process After Rape (1984) is widely used in assisting rape survivors in the recovery process. She is co-editor of The Promise of Diversity (McGraw-Hill, 1994) and co-author, with Frederick A. Miller, of The Inclusion Breakthrough: Unleashing the Real Power of Diversity (Berrett-Koehler, 2002). Judith has also published over 50 articles on issues related to change management, the development of high performing inclusive organizations, and oppression and diversity. Judith serves on the boards of directors for Social Venture Network and The Group for Cultural Documentation. She is also a member of the Diversity Collegium, a think tank of renowned diversity professionals in the United States. Judith is the recipient of the 2003 DTUI Cultural Competency Professional Award and the 2004 American College Personnel Association Voice of Inclusion Medallion.

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