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Kecia Thomas and Leslie Ashburn-Nardo
The aim of the study is to revisit the importance of Black Lives Matter (BLM) and to encourage more attention to White supremacy in the academy, especially with regards to…
The aim of the study is to revisit the importance of Black Lives Matter (BLM) and to encourage more attention to White supremacy in the academy, especially with regards to the development and mentoring of graduate students.
The study reflects on the urgency of the BLM movement given the death of George Floyd and others.
The article highlights the ways in which the training and development of graduate students can reinforce systems of exclusion and marginalization while reinforcing existing systems of privilege and the status quo. The essay concludes with recommendations for creating greater systems of inclusion for programs, departments and higher education institutions.
Recommendations are given to initiate culture change.
This is a follow-up to the 2017 special issue.
Leslie Ashburn-Nardo, Kecia Thomas and Aspen J. Robinson
Eddy S. Ng and Andrew Lam
Nicholas P. Salter and Leslie Migliaccio
This chapter reviews previous research on allyship: non-minority individuals who choose to support minorities while working to end discrimination and prejudice. In…
This chapter reviews previous research on allyship: non-minority individuals who choose to support minorities while working to end discrimination and prejudice. In particular, the focus of this chapter is on how allyship applies to the workplace. We argue that allyship can be a diversity management tool to help reduce workplace discrimination.
To explore this topic, we conducted a literature review on allyship in the workplace and synthesized previous research together. We examined research from both organizational and non-organizational settings.
Our review of previous literature is divided into three sections. First, we discuss what all entails allyship, including knowledge, communication, and, in particular, action. Next, we discuss the many outcomes previous research suggests comes from allyship (including benefits to other individuals, benefits to the overall culture, and benefits to the ally him or herself). Finally, we conclude with a discussion of who is likely to become an ally as well as the journey a person goes through to become a true ally.
This chapter can be useful for practitioners who wish to promote allyship within his or her workplace. Organizations that want to strengthen their diversity and inclusion climate can consider developing ally training programs and promoting ally culture. Additionally, this chapter can be useful for researchers who wish to study the topic. Currently, there is a dearth of research on allyship specifically within the workplace; this chapter can help future researchers identify areas for empirical exploration.
Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization…
Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and change (ODC) or systems perspective. As a result, there is no unified framework ODC practitioners can use for DEI diagnosis and intervention. The purpose of this chapter is to review the ODC literature with respect to DEI and propose a diagnostic Context-Levels-Culture (CLC) framework for understanding and addressing diversity-related challenges in organizations. We also present a case example of how this framework can be used in DEI consulting, including implications for future research and practice.
Kurt April, Babar Dharani and Amanda April