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Diversity is for White People: The Big Lie behind a Well-Intended Word
By: Ellen Berrey
Salon, October 26, 2015
This article explores what diversity is understood to mean, by various people, and how it stands in as a code word when we (white people) are uncomfortable talking about race. Diversity is how we talk about race when we can’t talk about race. It has become a stand-in when open discussion of race is too controversial or — let’s be frank — when white people find the topic of race uncomfortable. Diversity seems polite, positive, hopeful. Who is willing to say they don’t value diversity? The term diversity has become so watered down that it can be anything from code for black people to a profit imperative.
Diversity Makes You Brighter
By: Sheen S. Levine and David Stark
New York Times, December 9, 2015
http://www.nytimes.com/2015/12/09/opinion/diversity-makes-you-brighter.html
The authors of this article did a study on diversity and how it actually benefits people. Their study shows that diversity improves the way people think. It prompts people to scrutinize facts, think more deeply and develop their own opinions. Diversity benefits the majority and the minority, alike.
Diversity Training Is in Demand. Does It Work?
By: Steve Kolowich
The Chronicle of Higher Education, November 20, 2015
http://chronicle.com/article/Diversity-Training-Is-in/234280
This articles highlights research done on the effectiveness of diversity training programs on college campuses and other workplaces. Findings conclude that while diversity trainings help to change the way people think, they do not always change the way people feel. There is no strong evidence to suggest that diversity training changes people’s attitude over the long term. The researchers did, however, learn that people can learn new ways of thinking about things like race and that thinking can lead people to act against their feelings and instincts. The research finds that real change takes time and commitment and diversity training should not just be used as a checkbox.
Diversity and the Ivory Ceiling
By: Joya Misra and Jennifer Lundquist
Inside Higher Ed, June 26, 2015
While many associate professors experience frustration at midcareer, these experiences vary for faculty of differing races and ethnicities. Diversity is a key issue in higher education and many efforts focus on recruiting faculty of color. Fewer initiatives consider how to ensure that diverse faculty members thrive and are retained, although retention and promotion is clearly another piece of the puzzle. These issues are not simply about the missing numbers of Ph.D.s of color; a larger proportion of Ph.D.s of color than white Ph.D.s leave academe at every turning point.
Want More Innovation? Get More Diversity
By: Willemien Kets
The Chronicle of Higher Education, November 23, 2015
http://chronicle.com/article/Want-More-Innovation-Get-More/234289
This article highlights research that suggests that university administrators who do not work hard to attract and retain African-American faculty may well be missing out on an important benefit: Academic departments that are more diverse may produce more unorthodox ideas and do more original work. In the academic world, where there is a big premium on being the first to come up with an idea, this is a major benefit.
Groups of Diverse Problem Solvers Can Outperform Groups of High-Ability Problem Solvers
By: Hong L and Page SE
Proceedings of the National Academy of Sciences, November 16, 2004
DOI: 10.1073/pnas.0403723101
Abstract: We introduce a general framework for modeling functionally diverse problem-solving agents. In this framework, problem-solving agents possess representations of problems and algorithms that they use to locate solutions. We use this framework to establish a result relevant to group composition. We find that when selecting a problem-solving team from a diverse population of intelligent agents, a team of randomly selected agents outperforms a team comprised of the best-performing agents. This result relies on the intuition that, as the initial pool of problem solvers becomes large, the best-performing agents necessarily become similar in the space of problem solvers. Their relatively greater ability is more than offset by their lack of problem-solving diversity.
Improving Diversity in Higher Education - Beyond the Moral Imperative
By: Amit Mrig
Forbes, November 23, 2015
This article makes the case for the business model of diversity, in light of recent events across college campuses in the U.S. Institutions must begin thinking much more strategically about talent management models that prioritize diversity. Most universities already have guidelines for search committees that provide excellent and detailed counsel on how to widen and diversify candidate pools. So where is the disconnect? Most universities’ efforts to attract and retain diverse candidates start and end with the search committee process. Efforts are made to attract a diverse set of candidates, but after that, very little is done to ensure biases are removed from the hiring process. Once hires are made, most HR systems don’t effectively develop, reward, and retain people of color.
Maximizing the Gains and Minimizing the Pains of Diversity: A Policy Perspective
By: Galinsky AD, Todd AR, Homan AC, Phillips KW, Apfelbaum EP, Sasaki SJ, Richeson JA, Olayon JB, Maddux WW
Perspectives on Psychological Science, November 10, 2015
DOI : 10.1177/1745691615598513
Abstract: Empirical evidence reveals that diversity-heterogeneity in race, culture, gender, etc.-has material benefits for organizations, communities, and nations. However, because diversity can also incite detrimental forms of conflict and resentment, its benefits are not always realized. Drawing on research from multiple disciplines, this article offers recommendations for how best to harness the benefits of diversity. First, we highlight how two forms of diversity-the diversity present in groups, communities, and nations, and the diversity acquired by individuals through their personal experiences (e.g., living abroad)-enable effective decision making, innovation, and economic growth by promoting deeper information processing and complex thinking. Second, we identify methods to remove barriers that limit the amount of diversity and opportunity in organizations. Third, we describe practices, including inclusive multiculturalism and perspective taking, that can help manage diversity without engendering resistance. Finally, we propose a number of policies that can maximize the gains and minimize the pains of diversity.
Now Yale Faces the Hard Part: Turning $50 Million Into Faculty Diversity
By: Sarah Brown
The Chronicle of Higher Education, November 5, 2015
http://chronicle.com/article/Now-Yale-Faces-the-Hard-Part-/234065
Yale plans to spend $50 million over the next 5 years to increase faculty diversity. What remains to be seen is if money can actually help create diversity.
Racial Disparities in Higher Education: an Overview
By: Beckie Supiano
The Chronicle of Higher Education, November 10, 2015
http://chronicle.com/article/Racial-Disparities-in-Higher/234129
This article looks at the statistics of racial disparities across college campuses in the U.S., in light of current events.
Does Search Committee Diversity Produce Results?
By: Matthew Reisz
Inside Higher Ed, August 13, 2015
Having more women on committees that select academics for jobs does not increase the chances for female candidates and may actually do the opposite, according to a study of Italian and Spanish universities.
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