Analyzing the New Dynamics of Diverse Organizations

- New Leadership Series -

After climbing a great hill, one only finds that there are many more hills to climb. ::
Nelson Mandela ::

As baby boomer workers begin to exit from America s workplaces and demographic changes
take place, organizational leaders will need to develop a diverse strategy to stay
globally competitive. Many organizations are struggling to understand the meaning of a
culturally diverse organization. How does it relate to the organization s principles,
values, or traditions? Some organizations are further along in implementing diversity
strategies than others.

For example, the federal government is a leader in providing equal access to all
Americans. I have observed this occurrence take shape in the public sector over a
decade. The government s actions have, however, challenged contemporary private business
practices.

Historically, diversity has been mandated though federal laws via equal employment
opportunity and affirmative action. It was a forced change that brought a lot of
negative resistance by both managers and employees. In spite of the government s many
operational flaws, it has attempted to broaden the makeup of workforce for several
years. In 1987, the Hudson Institute published Workforce 2000, which outlined the
impending demographic changes for the American workforce. A recent Department of Labor
report, Futurework: Trends and Challenges for the Work in the 21st Century, notes the
following:

* By 2050, minority groups will makeup half of the population
* Immigrants will account for almost two-thirds of the population
* One-quarter of the population will be of Hispanic origin
* Almost one in ten Americans will be of Asian or Pacific Islander decent

Obviously, these demographic changes will reshape the organizational culture. The old
paradigm of just fit in or get out is becoming archaic. With this in mind, where does
this place mandated laws of equal access in the federal sector?. . .