From Diversity to Inclusion to Equity: A Theory of Generative Interactions
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ORIGINAL PAPER
From Diversity to Inclusion to Equity: A Theory of Generative Interactions Ruth Sessler Bernstein1 · Morgan Bulger2 · Paul Salipante3 · Judith Y. Weisinger4 Received: 6 September 2017 / Accepted: 13 May 2019 © Springer Nature B.V. 2019
Abstract This paper develops a practice-based Theory of Generative Interactions across diversity that builds on empirical findings and conceptual frameworks from multiple fields of study. This transdisciplinary review (Montuori in World Futures 69:200–230, 2013) draws on the disciplines of sociology, social psychology, organization studies, and communications. The Theory of Generative Interactions suggests that in order to facilitate inclusion, multiple types of exclusionary dynamics (self-segregation, communication apprehension, and stereotyping and stigmatizing) must be overcome through adaptive cognitive processing and skill development, and engagement in positive interactions must occur in order to facilitate inclusion that is created and sustained by contextually relevant sets of organizational practices. The organizational practices provide the following conditions for generative interactions: pursuing an important, shared organizational purpose, mixing diverse members frequently over protracted periods of time, enabling differing groups to have equal standing and insider status in contributing to success, and providing collaborative interdependence, interpersonal comfort, and self-efficacy. These interactions are generative in that they help to challenge the guiding assumptions of the organizational culture, reconsider taken-forgranted aspects, and raise fundamental questions about organizations (Gergen in Person Soc Psychol 36:1344–1360, 1978). We assert that such interactions, properly structured, can help organizations more fully address all stakeholders in creating value ethically, and ultimately creating equity for individuals and groups in the organization. Keywords Diversity · Inclusion · Equity · Generative interaction
Introduction * Ruth Sessler Bernstein [email protected] Morgan Bulger [email protected] Paul Salipante [email protected] Judith Y. Weisinger [email protected] 1
Nonprofit Studies, School of Interdisciplinary Arts and Sciences, University of Washington Tacoma, Tacoma, WA 98402, USA
2
Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106, USA
3
Emeritus Professor, Management, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106, USA
4
Department of Management, New Mexico State University, Las Cruces, NM 88003, USA
Despite decades of research and concerted effort from organizational leaders and policy makers alike, tensions and inequity concerning diversity and inclusion persist in many types of U.S. organizations, industries, and sectors. Some of these tensions stem from a lack of fruitful interactions across diverse individuals and groups. The need for additional managerial options and theory to guide these efforts is
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