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Unlocking the Potential of Diversity in Organisations#OfficePolitics2: Marketing the Change

Unlocking the Potential of Diversity in Organisations: #OfficePolitics2: Marketing the Change [For a D&I programme to be impactful, it must convince group members that the proposition of change is attractive. The message must be communicated in a winning manner; it must be marketed. The human mind responds to neurological triggers that persuade. This is not to be Machiavellian. Those we wish to influence must trust that the financial, strategic or personal rewards on offer are attractive, credible and achievable. Word-of-mouth recommendations and personal observations of the type found within the firm’s social networks are the most potent forms of persuasion. The organisation’s social capital needs to be understood and communities brought together through bridging networks. Opinion-leaders must be enabled to speak up for D&I objectives within the network. It requires organisation to manage this task, and the correct positioning of a D&I function is critical. The D&I role must be prominent, empowered and well-resourced if it is to be seen as credible. Its task centres on culture management and demands compliance and communications skills. Without authentic and uncompromising leadership support, a culture of trust, and the active participation of stakeholders, its mission will not succeed.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Unlocking the Potential of Diversity in Organisations#OfficePolitics2: Marketing the Change

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Publisher
Springer International Publishing
Copyright
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022
ISBN
978-3-031-10401-5
Pages
105 –120
DOI
10.1007/978-3-031-10402-2_8
Publisher site
See Chapter on Publisher Site

Abstract

[For a D&I programme to be impactful, it must convince group members that the proposition of change is attractive. The message must be communicated in a winning manner; it must be marketed. The human mind responds to neurological triggers that persuade. This is not to be Machiavellian. Those we wish to influence must trust that the financial, strategic or personal rewards on offer are attractive, credible and achievable. Word-of-mouth recommendations and personal observations of the type found within the firm’s social networks are the most potent forms of persuasion. The organisation’s social capital needs to be understood and communities brought together through bridging networks. Opinion-leaders must be enabled to speak up for D&I objectives within the network. It requires organisation to manage this task, and the correct positioning of a D&I function is critical. The D&I role must be prominent, empowered and well-resourced if it is to be seen as credible. Its task centres on culture management and demands compliance and communications skills. Without authentic and uncompromising leadership support, a culture of trust, and the active participation of stakeholders, its mission will not succeed.]

Published: Sep 29, 2022

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