Introduces the emerging evidence from the neurosciences and provides an account of how it is causing a learning and development practitioner to re-evaluate understanding of human diversity and therefore diversity management within organizations.
Defines neuroplasticity and identifies four of the key findings before moving on to consider what this suggests about human diversity.
Shows an application of this new knowledge to diversity management as a way of exploring how the concept of collective intelligence could lead to a transformation of this new knowledge into organizational development practices that meet the needs of all people.
Advances the view that if organizations can find a way to connect people, places and ideas in a way that generates a deeper appreciation of the value proposition inherent in human diversity, the business case will make itself.
Recognizes the need for a collective intelligence that has the “potential to liberate us from the social and political hierarchies that have stood in the way of mankind’s advancement”.
Claims that this new science of learning has the potential to create a revelation of personal constructs in a way that leads to a safe revolution in the way we view and appreciate each other.
Jeffrey, J. (2015), "Diversity management through a neuro-scientific lens: … and how the way we view and appreciate each other could be revolutionized", Human Resource Management International Digest, Vol. 23 No. 5, pp. 54-58. https://doi.org/10.1108/HRMID-06-2015-0106Download as .RIS
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