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Inclusion Breakthrough

Book Description

The Inclusion Breakthrough explains how to make diversity a central and profitable part of an organizations strategy for long-term success rather than merely a peripheral program. The authors, principals of a leading diversity consulting firm, present proven strategies for stimulating the creativity and productivity of any businesss greatest resource its people. Benefits to companies that have implemented these inclusion strategies are also described.

Table of Contents

  1. Cover Page
  2. Praise for The Inclusion Breakthrough
  3. Title Page
  4. Copyright Page
  5. Foreword
  6. Preface
  7. Acknowledgments
  8. PART ONE — The Need for an Inclusion Breakthrough
    1. Chapter 1: Diversity in a Box
      1. BARRIERS TO INCLUSION
      2. DISADVANTAGES OF NOT INCLUDING ALL PEOPLE
      3. FLAWED FOUNDATIONS AND ASSUMPTIONS
      4. LEVELING AND RAISING THE PLAYING FIELD
      5. ENABLING ALL PEOPLE TO CONTRIBUTE
      6. COMPETING FOR AND RETAINING TALENT
      7. A NEW WAY OF DOING BUSINESS
      8. A NEW HUMAN FRONTIER
      9. IMAGINING THE POSSIBILITIES
    2. Chapter 2: Positioning for Radical Change
      1. TOTAL CULTURE CHANGE
      2. MAKING HIGH PERFORMANCE: A WAY OF LIFE
      3. IS IT ONLY MARKETING HYPE?
      4. ALIGNING CULTURE CHANGE WITH THE MISSION
      5. EDUCATING LEADERS ABOUT THE CHANGE
      6. CREATING A SAFE ENVIRONMENT
      7. MAKING THE DIVERSITY STRATEGY: EVERYONE’S JOB
  9. PART TWO — The Elements of an Inclusion Breakthrough
    1. Chapter 3: New Competencies
      1. EXTERNAL FORCES
      2. WORKING IN AN INCLUSIVE WORK CULTURE
      3. NEW DEFINITIONS OF COMPETENCE
      4. THE 11 INCLUSIVE BEHAVIORS
      5. GAUGING THE RESULTS
    2. Chapter 4: Enabling Policies and Practices
      1. A HARD LOOK AT SOFT POLICIES
      2. OUTMODED POLICIES AND PRACTICES
      3. ENACTING CHANGES IN POLICY
      4. HIRING
      5. THE NEW BASELINE
      6. FAIRNESS AND BENEFITS
    3. Chapter 5: Leveraging a Diverse Workforce
      1. THE ISMS ARE STILL WITH US
      2. THE COST OF DOING BUSINESS: THE OLD WAY
      3. A TWO-WAY AGREEMENT
      4. BEING A MAGNET FOR TALENT
    4. Chapter 6: Community and Social Responsibility
      1. HOW MUCH WILL IT COST?
      2. BEYOND PHILANTHROPY: VOLUNTEERISM AND PARTNERSHIPS
      3. LONG-TERM BENEFITS
    5. Chapter 7: Enhanced Value to the Marketplace
      1. INCREASING CUSTOMER EXPECTATIONS RAISES THE BAR FOR EVERYONE
      2. SCRATCH THAT NICHE
      3. PARTNERING FOR SUCCESS
      4. AN EXPANDED VIEW OF CUSTOMERS
  10. PART THREE — Creating an Inclusion Breakthrough
    1. Chapter 8: Building the Platform for Change
      1. POSITION THE EFFORT TO BE A WAY OF LIFE
      2. ESTABLISH AN ORGANIZATIONAL IMPERATIVE
      3. UNDERTAKE AN ORGANIZATIONAL ASSESSMENT
      4. BEGIN EDUCATION AND ALIGNMENT
      5. CONDUCT FEEDBACK SESSIONS WITH LEARNING PARTNERS
      6. IDENTIFY INTERNAL LEADERSHIP FOR THE CHANGE EFFORT
      7. TAKE ACTION IN AREAS THAT NEED ATTENTION
      8. SUMMARY OF PHASE I STRATEGIES
    2. Chapter 9: Creating Momentum
      1. DEVELOP INITIAL SHORT-TERM PLAN
      2. IMPLEMENT AGGRESSIVE EFFORTS TO ENGAGE, INFORM, AND ENROLL
      3. DEVELOP A CRITICAL MASS OF AGENTS OF CULTURE CHANGE
      4. EDUCATE TO CREATE NEW COMPETENCIES
      5. CREATE PROCESSES TO ADDRESS DISCRIMINATION
      6. SUPPORT NETWORKS, BUDDY SYSTEMS, AND COACHING
      7. IDENTIFY AND LEVERAGE: POCKETS OF READINESS
      8. SUMMARY OF PHASE II STRATEGIES
    3. Chapter 10: Making Diversity and Inclusion a Way of Life
      1. DEVELOP A LONG-TERM STRATEGIC PLAN
      2. FORMALIZE ACCOUNTABILITY
      3. BASELINE LEVERAGING DIVERSITY EDUCATION
      4. IMPLEMENT INCENTIVES
      5. ENHANCE PERFORMANCE FEEDBACK SYSTEMS
      6. INVOLVE STAKEHOLDERS
      7. PUT PLANNING INTO ACTION
      8. SUMMARY OF PHASE III STRATEGIES
    4. Chapter 11: Leveraging Learning and Challenging the New Status Quo
      1. REASSESS PROGRESS AND GAPS
      2. REASSESS HOW THE ORGANIZATION’S WORK IS ACCOMPLISHED
      3. COMMUNICATE ACCOMPLISHMENTS INTERNALLY AND EXTERNALLY
      4. ADDRESS AREAS FOR HIGHER PERFORMANCE
      5. CONTINUOUSLY IMPROVE THE CHANGE PROCESS
      6. SUMMARY OF PHASE IV STRATEGIES
    5. Conclusion: Breaking Out of the Box
      1. HOW TO BEGIN
      2. DON’T TRY TO DO IT ALONE
      3. GROW THE CHOIR
      4. WALK TOWARD YOUR TALK
      5. EXPAND YOUR BOUNDARIES
  11. Glossary
  12. References
  13. Index
  14. About the Authors
  15. Berrett-Koehler Publishers