On Fri, 17 Jan 1997, Michele Grottola wrote:
> (Somewhat of an aside: Also, while it isn't always raised as such
> much of the time, I think this particular view of "who" can or can't be a
> _natural_leader, due to some kind of inborn _trait_ is very often a major
> stumbling block in why many diversity understanding/management
> interventions often fail on company soil. More importantly, perhaps, it
Right up front let say, I am a proponent of diversity. However, I
am a proponent for the diversity of argument and counter-argument, the
diversity of ideas to be challenged and tested against others this comes
from my speech background.
I am not an expert in this area of corporate diversity, but I do
have an opinion or two that may be provocative or evocative. Based on my
observations, I think the proponents for a diversity of cultures should be
aware that, despite their best efforts, what they are actually doing is
increasing conflict into an organization. This is counter to the
zietgeist of cooperation and compromise that is currently en vogue and
places those in the workplace in an implicit paradox. Increased diversity
of viewpoints then increased conflict as they try to reconcile the
differences, but increased conflict is the very thing that diversity was
supposed to correct--or at least that is my understanding of this issue.
I just happen to be of a mind that does not see conflict as
an inherently bad thing. Why without conflict, struggle, and strife where
would the marketplace for ideas be necessary?
But--then again, I have ....
______________________
Great Optimism,
Dutch Driver
Dept. of Communication
McMurry University
Abilene, TX
ddriver@cs1.mcm.edu