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Diversification of faculty within higher education has been a topic of focus within the academy for decades. Further, there has been a call to create academic departments composed of faculty teams which are more representative of gender, racial, and ethnic diversity, often with the ideal of representing student and community demographics. Though challenges remain in recruiting, hiring, and retaining diverse faculty, higher education institutions (HEIs) rarely represent the racial and ethnic diversity of the communities that they serve, and benchmarks or definitions of success have been vague at best. However, evidence does support the notion that both student and community outcomes are strengthened by the skills, talents, perspectives, and contributions offered by diverse faculty and leadership teams. First, a review of the current obstacles and challenges of creating diverse and inclusive faculty teams is covered. Second, the Five I’s of Inclusive Leadership Practices in Higher Education, lessons and successes from building diverse and representative faculty teams are shared. This model includes Intentionality, Invitation, Influence, Investment, and Innovation. Finally, recommendations for future practice, as well as application across institutional type, setting, and location, are included. Building diverse and inclusive faculty teams is important, urgent, and rewarding work. Diversification gives birth to lively classroom conversations, thriving campus environments, enhanced growth in the personal and professional lives of students and faculty, establishment of equitable and affirming cross-racial and gender relationships, population and financial growth of the HEI, and more equitable service to communities.

This chapter conceptualizes computational methods across three related, yet distinct approaches: (1) Social Simulation, (2) Data Science, and (3) Big Data. Group communication research is then situated and reviewed along these three lines of research. Although some areas have considerable visibility (e.g., network analysis, text mining), some areas are less visible in group communication research (e.g., Social Simulation, Big Data designs). The chapter concludes with suggestions for issues regarding reliability, validity, and ethics.

This paper aims to examine the creative environment's effect on a worker's intent to turnover. It was designed to investigate the creative environment's role on garden variety creativity (non‐elite) workers' organizational outcomes.

A survey was used to collect data from a heterogeneous sample of garden variety creativity workers. This data was analyzed using a structural equation model.

Structural equation model analysis results indicated a good fit between the hypothesized model and the sample data. The goodness‐of‐fit index was 0.97, and the RMSEA was 0.06. Results indicated a significant path coefficient of −0.77 between creative environment and intent to turnover.

From this study, future research needs to be conducted that will expand the findings' generalizability. Also, additional work should develop specific implementation practices for appropriate organizational redesign.

These findings show the strong role that the creative environment has on worker turnover intentions. As such, this study provides useful insights for leadership, job design, and enrichment practices. The study also provides a useful framework for examining the creative environment.

This paper increases the understanding of the creative environment's role in broad workplace outcomes. Information and constructs are also provided about the rarely examined garden variety creativity worker. The paper also provides a useful, easily administered creative environment scale.

The Americans for Indian Opportunity (AIO), a national Indian organization concerned primarily with tribal governance issues, has sponsored numerous projects during the 1980s which suggest that better models of communication and consensus‐building are desperately needed within Indian tribal communities. Due in part to the use of forms of problem‐solving that are incongruent with tribal values and cultural patterns, many Indian communities have been paralyzed in their efforts to develop consensus on strategic plans. While many tribes have experimented with various forms of conflict management techniques, careful consideration must be given to the appropriateness of the approach employed Because the cultural traditions of Indian communities are rooted in a consensual approach to problem‐solving, dispute resolution approaches imposed by non‐Indian law and bureaucracies often conflict with tribal values. This paper reports the attempt of one tribe, the Winnebago in Nebraska, to introduce a system of planning and problem‐solving adequate for dealing with the needs of the tribal community in a culturally appropriate manner.

The purpose of this paper is to gain consensus regarding the clinical priorities and tasks required in supporting communication needs in those living with semantic dementia and their families, by specialist speech and language therapists (SLTs), working in clinical practice within dementia care settings in the UK.

A nominal group technique was used, followed by further exploration and refinement of issues using a modified Delphi technique with a group of six SLTs who specialised in dementia care and who had experience of working with individuals with semantic dementia and their families.

The findings in the study demonstrate a broader scope of practice than is evident within the research literature with this client group. Therapists identified a range of psychosocial issues for both the person with semantic dementia and their family, in particular finding ways to support activity and participation in conversation and explore barriers and facilitators within the communication environment.

This represents the first study to explore everyday practice in this rarer dementia and the information gathered here will be of use to a variety of health and social care professions interested in supporting those with semantic dementia and their families.

The embryonic stage of total quality management (TQM) theory and the significant lag of academic investigations leave many gaps in our understanding of this current organizational practice. Longitudinal studies examining the effects of TQM are conspicuous by their absence. This case study examines the process, content, and consequences of a TQM change intervention using quantitative and qualitative data. The data suggest that the intervention had a limited effect on employee work attitudes. The reasons for this effect are explored. Among the contributing factors identified was the absence of supporting changes introduced to reinforce a TQM philosophy. A key challenge facing TQM is the incorporation of a systemic view of change into a TQM process thereby increasing the likelihood of generating effective organizational change. In the process, this may dilute the core ideas of the movement's founders.