Effective Diversity Management in the 21st Century

Abstract

The chapter establishes who determines the effectiveness of organizational diversity management while providing a sustainment plan for the coming years. Additional experiences from the author as a diversity practitioner help to establish how culture impacts diversity effectiveness in the U.S. Military as well as business and industry in the United States. Finally, as personality types tend to validate certain behaviors in the international community with respect to culture, the U.S. Military and supporting commercial contractors could easily change the mindset of diversity leaders when they imply that personality type has no bearing on the culture of the occupied country and the willingness to win the hearts and minds (Patreaus, et al., 2006) of those occupied. The Consulting Psychology Press (CPP) and the Myers Briggs Type Indicator (MBTI) can help us to better understand the diverse personalities required to help make organizations effective. At the end of the day, organizational leaders (regardless of their affiliation with the military, education and training, or business and industry) who receive various forms of diversity and inclusion education and training can enhance their overall effectiveness and diversity management programs.