Question:
If inclusion requires (mostly white) CEOs to share (mostly perceived) power and control, which enables a participatory/collaborative workplace culture, then higher adoption of participatory practices requires observable examples of high performance. What prime case examples are out there?
Answer:
You used the word "inclusion" to describe diversity management. I'm sticking with diversity management because I think clarity is important.
Management of diversity in business doesn't require white people to share power and control. It requires equity in managing business relationships. Effectiveness demands that power and control are given to the most talented.
Saying that white people need to share control assumes that control should belong to them in the first place.
In a publicly held corporation, control belongs to shareholders and directors. Shareholders' best interests are served by the best talent being in the most effective positions. For government (in the United States), control belongs to the people. The positions of authority belong to the people, too.
The economic reason for doing this is simple: Science tells us that all people are created equally; therefore, talent is distributed equally.
If a system is a true meritocracy, people in positions of authority and power are representative of the population. Not even the companies on the DiversityInc Top 50 can say that they are meritocracies (yet) and they have representation up to double that of U.S. work-force representation--at all levels.
The reason most senators, representatives, Fortune 500 CEOs, judges, governors, admirals, generals and clergy are white men is systemic and historic bigotry and sexism (the two largest axes of discrimination). By the way, our data shows that sexism is still more of a problem than racism, even in the most progressive companies.
For the complete article, be sure to visit "Ask the White Guy at diversityinc.com: http://www.diversityinc.com/public/5839.cfm?gclid=CJ2F9bz8xZoCFSURFQodXXEFrg
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