ognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity aff*Diversity refers to the broad mix of people currently or soon to be a part of your organization. It exists whenever you encounter anyone who has a view of the world, or "paradigm", different from your own.

**Managing diversity is a deliberate effort to create a work environment that allows these differences to contribute equally to the common goals of the organization.

Managing diversity emerged as a key strategic issue in the1990's. Unfortunately, for some, it has also emerged as the latest new management fad. As such, there has been a lot a talk recently about the value of diversity training. After all, several companies took a pioneering approach to diversity and were among the first to "do something" to address the issue. Typically, the “something” they tended to latch onto was diversity awareness training. In fact, these companies are now in their second or third year of awareness training on diversity.

Diversity training is certainly a necessary part of any diversity initiative, but it is not the only part. How often have you attended a really outstanding training session and have been really turned on by the experience, only to return to the workplace and face the same mess you left. What usually happens is the glow of the training experience quickly fades as you face the reality of your work environment. There has to be more.

Recently, many organizations have begun to recognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity affe

common goals of the organization.

Managing diversity emerged as a key strategic issue in the1990's. Unfortunately, for some, it has also emerged as the latest new management fad. As such, there has been a lot a talk recently about the value of diversity training. After all, several companies took a pioneering approach to diversity and were among the first to "do something" to address the issue. Typically, the “something” they tended to latch onto was diversity awareness training. In fact, these companies are now in their second or third year of awareness training on diversity.

Diversity training is certainly a necessary part of any diversity initiative, but it is not the only part. How often have you attended a really outstanding training session and have been really turned on by the experience, only to return to the workplace and face the same mess you left. What usually happens is the glow of the training experience quickly fades as you face the reality of your work environment. There has to be more.

Recently, many organizations have begun to recognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity aff

to "do something" to address the issue. Typically, the “something” they tended to latch onto was diversity awareness training. In fact, these companies are now in their second or third year of awareness training on diversity.

Diversity training is certainly a necessary part of any diversity initiative, but it is not the only part. How often have you attended a really outstanding training session and have been really turned on by the experience, only to return to the workplace and face the same mess you left. What usually happens is the glow of the training experience quickly fades as you face the reality of your work environment. There has to be more.

Recently, many organizations have begun to recognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity aff

a really outstanding training session and have been really turned on by the experience, only to return to the workplace and face the same mess you left. What usually happens is the glow of the training experience quickly fades as you face the reality of your work environment. There has to be more.

Recently, many organizations have begun to recognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity aff

ognize the value of implementing diversity as a business strategy. Many large corporations (The Prudential Insurance Company, Hewlett-Packard, Alabama Gas Corporation), governmental agencies (Department of Transportation, U.S. Postal Service) and professional associations (bankers, insurance industry, utility executives) are beginning to understand how diversity affects their mission. In fact, many large non-profit service organizations (United Way, Girl Scouts, Habitat for Humanity) have also adopted a diversity strategy as part of their plan for success.

Why is diversity on the agenda of so many organizations? Because things have changed. The people served by these organizations have changed. The people working for them have changed. The emerging leadership of these organizations has changed. Not only are they more diverse physically, mentally, and by background, but their values differ greatly. The challenge of the 90's and beyond has now become how to manage diversity so that we continue to get world class results from a team of people with different paradigms and different expectations. The opportunity is simple: if we learn to do it well, we not only survive, we succeed.

A strategic approach to issues of diversity involves such things as executive attention; assessing the attitude, culture, success criteria, and expectations of the organization; establishing a Diversity Action Council to help the organization through the change process, reviewing and changing the policies, practices, rules, and rewards; and, training for awareness, management skills, and career development.

Thinking of diversity as a strategic asset allows you to approach it boldly and systematically. A strategic approach means we can safely challenge the existing paradigm of the organization and introduce new thinking