Toward inclusive organizations...

“

Fundamental human needs (Brewer, 1991)

to belong… to be (appreciated in being) unique…!

Identification organization

Cultural maintenance

no

yes

yes

no

assimilation

separation

4% marginalisation

“dual identity”

11%

Patterns of identification at work

(Hofhuis, Van der Zee & Otten, 2007, N = 240)

74%

11%

(Berry, 1997; Gaertner et al., 1994)

Need to be unique

Need for contactNeed for contact

Need to Need to

express cultural express cultural

identityidentity

acceptance acceptance

of contactof contact

acceptance acceptance

cultural cultural

maintenancemaintenance

PolicyPolicyNeedsNeeds

OutcomesOutcomes

creativitycreativity

flexibilityflexibility

innovationinnovationNeed to belong

OutcomeOutcome

wellwell--beingbeing

commitmentcommitment

acceptanceacceptance

A fit model (cf. Bourhis, 1998)

safety &

predictability

similarity =

attraction

social identities:

“us” vs “them”

Promoting inclusion?

Organizational factors

Climate

Diversity policies

Threat

Individual factors

Personality

Group factors

Inclusive group identities

Leadership

Diversity Climate

Openness to diversity

• Tolerance for ambiguity, absence of strict behavioral rules, viewing mistakes as a learning opportunity (Cox, 1993)

• Openness to new ideas, focus on creative problem solving (Patterson et. al., 2005)

• Allowing, and communicating openly about, cultural differences (Luijters et. al., 2007)

Appreciation of diversity

• Sense of added value in diversity: diversity increases creativity and productivity in organizations (e.g., Van Knippenberg, 2003; Ely & Thomas, 2001)

Openness of Climate, Similarity and Identification

(Luijters, Van der Zee, & Otten, 2007, N = 124)

1

1,5

2

2,5

3

3,5

4

4,5

5

Low High

Similarity in Values

High

Openness of Climate

Low

Climate and Affective Work Outcomes (Hofhuis, Van der Zee, & Otten, 2012, N = 1378)

Job Satisfaction

2,9

3,1

3,3

3,5

3,7

3,9

Low High

Openness of Climate

Majority

Minority

Perceived Job Recognition

2,9

3,1

3,3

3,5

3,7

3,9

Low High

Openness of Climate

Majority

Minority

Climate and Majority attitudes Diversity dilemma scale (8 items, = .85 )

Providing extra support to an employee who has language problems or not?;

Actively taking steps to promote diversity in the company or letting nature take its course?;

The last in, first out-principle implies that women and cultural minorities have to leave first. Sticking to this

principle or protecting their position?

Climate, identification and diversity promoting choices majority

(Raaijmakers, 2008, N = 1230)

3,1

3,2

3,3

3,4

3,5

3,6

3,7

weak strong

identification with the organization

Openness low

Openness high

Diversity perspectives (Ely & Thomas, 2001)

Discrimination-and-Fairness perspective

Aim is to ensure justice and fair treatment. Everybody is similar, and therefore deserves equal treatment: “colourblind perspective”. Acces and legitimacy Belief that diversity in the organization helps gaining access to a diverse market: “the business case”. Integration-and-Learning Diversity as a resource for learning, change and renewal, included in the organizations mission, stimulated in all its segments. Truly valuing of different approaches and opinions.

1

1.5

2

2.5

3

3.5

4

4.5

5

Appreciation Openness

I&L

A&L

D&F

Diversity perspective & climate

Diversity perspective and work outcomes

1

1.5

2

2.5

3

3.5

4

4.5

5

Team Processes Team Outcomes Organizational

Outcomes

I&L

A&L

D&F

dreiging cultural

identification

threat

cognitive

closure

conformity

pressure

exclusion

Intercultural competencies

Dealing with anxiety, lack of control

Emotional Stability

Flexibility

Approaching opportunities

Cultural Empathy

Openmindedness

Social Initiative

)

Behavioral Inhibition System (BIS): AVOIDANCE

Emotional Stability

Flexibility

Behavioral Activation System (BAS): APPROACH

Cultural Empathy

Openmindedness

Social Initiative

Inclusive identities

(Jans, Postmes & Van der Zee, 2011, 2012)

Exclusive identities Inclusive identies

The group imposes its identity Members determine the group

on its members identity

Transformational

Participative

Leadership (de Poel, Van der Zee & Stoker, 2012)

Open climate

Identification

organisation Individual

& team

results

INDIVIDUAL LEVEL

TEAM LEVEL

Acculturation preferences at Work (Luijters, Van der Zee & Otten, GPIR 2006)

2

2,5

3

3,5

4

4,5

5

low high

assimilation

integration

Emotional Stability

Quality of ideas in brainstorming (range 1-5)

2

2,5

3

3,5

4

4,5

5

diverse homogeneous

number ideas

quality ideas

(Nakui, Paulus & Van der Zee, 2011)

Promoting inclusion at the UT?

Organizational factors

Open climate: tolerance of ambiguity and appreciation

differences?

Diversity policies: integration and learning?

Threat: do we provide a safe environment?

Individual factors

Personality: cultural empathy, openmindedness,

social initiative, flexibility, emotional stability?

Group factors

Inclusive group identities: members determine team

identities?

Leadership: transformational and participative?