Understandingthe Evolving Role of Cultural Diversity in the Workplace

Home , Cultural diversity, Culture change

PART II

UNDERSTANDINGTHE EVOLVING ROLE OF CULTURAL DIVERSITY INTHE WORKPLACE

THE EFFECTIVE MANAGEMENT OF CULTURAL DIVERSITY

Lee Gardenswartz and Anita Rowe

ong before the now famous Hudson Report sent shock waves through corporate America in 1987 with its predictions about Ldemographic changes affecting the workforce, diversity was on the radar screens of forward-thinking business leaders across the country. EEO laws of the 1960s and 1970s and affirmative action requirements were already putting attention on equity in the workplace, and immigration was bringing a wider range of cultures and languages to both the workforce and marketplace. Finally, global business realities were highlighting the need for increased cultural understanding and flexi- bility. Because of vision and necessity, companies began to understand that diversity was a business issue and managing it effectively was a strategic imperative for growth and survival.

o Laying the Foundation With an Inclusive Definition of Diversity

Diversity is not a liberal ideological movement, to be supported or resisted. Rather, it is a reality in today’s business environment. Managed well, diversity provides benefits that increase success.

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However, when ignored or mismanaged, both our own and others. The third layer, it brings challenges and obstacles that can External Dimensions, comprises those hinder the organization’s ability to succeed. that are the result of life experiences and The right question then is not, do we have choices. Aspects such as religion, educa- to deal with diversity, but rather, how do we tion, marital status, work experience, and manage it to reap its potential benefits? At recreational habits are areas around which its core, diversity is about inclusion and employees can connect or disconnect, be exclusion. The foundation for effectively valued or disrespected, depending on how leveraging diversity lies in defining it in a these dimensions are seen and used. broad and inclusive way. Organizations The last layer, Organizational Dimen - that define it broadly, involving all dimensions, contains those aspects of similarity sions of similarity and difference around and differences that are part of work in which there are inclusions and exclusions the organization. What difference might it that affect the business, find that there is make if someone is the CEO or an entry- greater buy-in and strategic relevance. level employee, in marketing, manufac- There is also a stronger business case and turing, human resources, or customer less resistance when all in the organization service, a manager or a union shop stew- can see themselves reflected in the defini- ard? These dimensions also affect both tion and can identify inclusions and exclu- treatment of employees and productivity of sions that play out in the organization every the organization. day through us-versus-them attitudes, All these aspects represent areas in stereotypes, assumptions, preconceived which there may be similarity and common expectations, and differences in treatment. ground as well as differences. When well Our model, the Four Layers of Diversity managed, these differences have the poten- (Figure 4.1), is used in many organizations tial to bring new perspectives, ideas, and across the country to frame the issue and viewpoints needed by the organization. encourage discussion and involvement in However, if mismanaged, they can sow the managing diversity. The multiple dimen- seeds of conflict and misunderstanding sions of diversity around which there is that sabotage teamwork and productivity inclusion and exclusion are depicted in and hinder effectiveness. To maximize the four concentric circles. Personality, relat- ability to manage this complex set of differ- ing to individual style and characteristics, ences, organizations need to have a frame- is in the center. Whether a person is an work and strategy. The following three areas introvert or extrovert, reflective or expres- of focus offer a framework. sive, quick paced or methodical, a thinker or a doer, for example, all influence how the individual will be treated, get along o A Framework for with others, and progress in the organiza- Managing Diversity as tion. The second layer, the Internal Organizational Change Dimensions, comprises the six aspects of ourselves over which we have little control. Our gender, age, sexual orientation, race, Over the years, we have witnessed and been ethnicity, and physical ability are for the part of many diversity initiatives and strate- most part not choices, yet they influence gies. Some worked effectively, some only our treatment in organizations, the roles in part, but few accomplished all of their we play in life, and the expectations of us, original objectives. Those that came out of a 4 The Effective Management of Cultural Diversity–––N–––37

Figure 4.1 The Four Layers of Diversity

nizational Dimens Orga ions Functional Level/ Classification

rnal Dimens Exte ions Geographic Location Work Income Content/ Management nal Dimen ter sion Status Marital In s Field Status Age

Personal Race Gender Parental Habits Status Personality Division/ Union Recreational Appearance Department Affiliation Sexual Habits Ethnicity Unit/Group Orientation

Physical Ability Work Religion Experience

Educational Background Work Seniority Location

SOURCE: © Society for Human Resource Management. Reprinted with permission. From Gardenswartz & Rowe (2003); Internal Dimensions and External Dimensions, adapted from Loden & Rosener (1991).

“check off the box” mentality or were look- people and systems interlocked and working for a quick fix never had traction and had ing for the benefit of the whole. This kind little impact. The efforts that had longevity of change is almost always an unwieldy did so because they were thorough and process that takes time, tenacity, and affected the structure at an operational level. determination to see it through. The fol- Diversity benefits are leveraged success- lowing framework creates a manageable fully when an initiative is looked at as a structure for getting through the process culture change intervention with both and yielding results. 38–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

For an organization to get its arms around Depending on one’s culture, for example, the complexity of diversity culture change, feedback about performance may be deliv- it needs to focus on three arenas: ered very directly, or it may also be given in (1) individual attitudes and behaviors, a much more indirect and subtle way, (2) managerial skills and practices, and sometimes with the help of an intermediary (3) organi zational values and policies. or cultural interpreter. Another example of The individual attitudes and behaviors the wide range of practices needed has to do component asks employees to do some with norms involving meeting participation intrapersonal work that involves identi- and giving feedback to bosses. In hierarchi- fying their attitudes and beliefs on a wide cal cultures, direct questions or feedback range of topics such as how they feel about to a boss would be unthinkable, yet it is multiple languages spoken in the workplace; expected in most parts of the United States. attitudes toward whether coworkers can be Another cultural difference is how pats on openly gay in the workplace; conflicting the back or other positive reinforcements union and management positions on any are given. Properly acknowledging exem- number of policies; and the hottest diver- plary performance requires cultural knowl- sity topic of the early 2000s—generational edge and sensitivity. In many cultures, differences, or how 20-somethings and public acknowledgment is totally humiliat- 60-somethings vary in their view of the ing. In such cases, acknowledging good world of work. Change in this arena work, perhaps with a very private and quiet requires identifying and acknowledging thank you or a note in the employee’s file, the feelings that come from these differ- works wonders, instead of public acknowl- ences and the behaviors that result as well. edgment, which could be mortifying. For example, if my attitude toward Managers need to know these differences 20-somethings is that they are shallow and among their employees because they affect uncommitted, my behavior is likely to be conflict resolution, accountability, team standoffish, uncollaborative, and unre- cohesion, commitment, and ultimately sponsive in helping them acculturate to work performance. the organization. These behaviors will The last arena of change that is required ultimately affect organizational culture, to successfully leverage diversity involves outreach, and openness to fellow employ- changes in organizational values and poli- ees as well as services delivered to cus- cies. This area is the most complex in tomers. Training to affect individual which to make progress, and we have seen attitudes and behaviors has probably the least success here. Adjusting the pro- yielded the most success in diversity initia- motional system, for example, or how tives over the last 25 years. There are many people are hired and recruited to create a remarkable and impressive examples of broader talent pool and a more equitable change that we have seen. They are a nec- organization, requires complex work that essary first step but insufficient to change has many steps. For example, how do you the culture of the organization. begin the process of selecting recruiters The second arena in which change needs who themselves are diverse? And if they to takes place is that of managerial skills and are diverse by the internal dimensions, practices. The essence of this change is the that does not necessarily mean they are recognition that one style of management open to differences and are themselves does not fit all. Managerial practices must objective about others. Sometimes they be tailored to suit a wide range of employees. push for people who look or act like them. 4 The Effective Management of Cultural Diversity–––N–––39

Sensitizing recruiters is only one step in effort lead to success. For the most part, a longer process. How do you then make executives have to lead the way. It is, how- sure you have broad hiring panels? What ever, fallacious to assume that leadership is are the policies and practices around cre- only at the executive level. Employees at ating an equitable posting system? Where every level of the organization need to in the feedback-gathering process do you demonstrate leadership on this topic if get feedback from employees about how diversity is really to permeate culture. The the system works? How do you hold man- question is, how do you make the case for agers accountable for the diversity changes it so that everyone buys in? you are trying to achieve? And once an The business case is about capturing organization gets the feedback, who is talent, understanding markets, utilizing charged with the follow-through of using diverse perspectives for innovation, input and implementing the changes? It’s knowing how and how not to pitch prod- methodical and can be tedious, but it is ucts, and, ultimately, how to generate very important. Organizations that stick employee commitment. Executive leaders with the detailed process can reap just need to be role models and advocates for rewards, but these changes don’t happen this strategic focus. They can do this by without absolute commitment and follow- using their bully pulpit and talking about through. Our caveat here is this: Be mind- it. They can demonstrate support by talk- ful of the law of unintended consequences. ing about how important it is in newslet- When one system is fixed, undoubtedly ters, online, or by introducing training other glitches crop up elsewhere. One classes and attending them as well. We had university medical center worked very one CEO chair the companywide diversity hard to create relief for employees with council, and at every meeting, business young children. They did so, but the bur- unit leaders knew they would be held den then fell to those who had no children accountable for reporting their progress. or whose children were no longer at Another division leader wanted to have home, and a new problem resulted. That diversity integrated into the organization was the end result, but certainly not the through a leadership and team-building initial intent. Thinking strategically and lens and had classes to teach this. Because cleverly about all possible outcomes is the sites were far-flung, he made a video absolutely critical. that was shown at the beginning and end To make culture change happen, we sug- of every session. No one mistook the gest the following seven-step process. While importance of this work. On the other the steps are presented here in a linear fash- hand, we have had people tell us that in ion for conceptual purposes, often many their organizations, diversity is the last steps may be going on at the same time. thing mentioned and the first they eliminated when time and money was in short supply. The message about the priority STEP 1: GENERATING placed on diversity always gets out. This EXECUTIVE COMMITMENT reminds us of what Ralph Waldo Emerson said about 150 years ago: “I can’t hear what Where the leadership of an organization you’re saying because who you are rings so goes, the rest of the organization will follow. loudly in my ears.” People cannot and will In all our years of doing this work, on only not be fooled. Real commitment is trans- one occasion have we seen a grassroots parent ...so is the lack of it. 40–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

STEP II: ASSESSMENT needed to clarify the business case for the diversity initiative and to identify areas of Experts agree, and experience in orga- focus for plans and changes. A tangential nizations validates, that effective diversity benefit of assessment is that the process also management is data driven. Setting off to serves to communicate and educate about create a strategy without having accurate diversity and involves staff in the process at data is like starting on a journey into a new an early stage. territory blindfolded and without a map. The essential task of assessment is twofold. First, assessment helps the organization STEP III: DIVERSITY COUNCIL understand its current state regarding diversity. It provides data to see where Questions are frequently asked about the there are exclusions that are hindering the purpose and use of diversity councils. A organization’s effectiveness or ability to culture change process needs some infra- achieve its goals and where there might be structure in the organization to guide the additional inclusions that could help. process, and diversity councils are a com- These data help the organization identify mon vehicle to use. Their purposes are sev- needs and then set priorities, goals, and eral. They can be a two-way communication objectives for its diversity strategic plan. vehicle, getting feedback from employees Second, assessment provides data that and giving it to executives as the beginning serve as a benchmark to measure against of dialogue, and in the other direction, once the strategy is implemented. explaining diversity and the initiative to Four methods can be used to collect employees. They can keep diversity on the assessment data. A review of existing data is radar screen and field answers to the ques- often the first step. Employee opinion sur- tions of what and why regarding diversity. vey results; customer satisfaction informa- They can also be a visible structure, signal- tion; demographic data about the workforce, ing that diversity is relevant. The council labor force, and marketplace; turnover sta- should be a body that reflects the whole tistics; and grievances and complaints are organization. In other words, when people examples of the wealth of information that see diversity council members, at least one organizations can find in their store of person on the council should reflect them already existing data. Another method is by work unit, location, gender, age, race, through interviews with leaders, which can and other diversity dimensions. provide information about goals and The primary task of most councils is expectations for diversity and perceptions to define obstacles and opportunities for of challenges and obstacles. A third increasing organizational effectiveness, method, convening focus groups with then make recommendations that can be managers, supervisors, and employees, can considered at the highest levels of the give the organization critical information organization and given to the appropriate about employees’ perceptions of treatment structures to be acted on. They also mon- and inclusions and exclusions that affect itor change process and evaluate results. the organization. Finally, survey question- Diversity councils rarely do the long-term naires can give statistical information about change work themselves because council employees’ perceptions of the organiza- members all have full-time jobs. tion’s diversity management. All these For the council to function effectively, in sources of data provide key information our experience, it needs 2 days of training 4 The Effective Management of Cultural Diversity–––N–––41 prior to its initial work. Day 1 focuses on making promotional criteria and processes diversity content training so members can more transparent, and expanding out- more fully understand themselves, their reach efforts in recruiting. All of these own reactions to differences, what diver- changes are aimed at enhancing the orga- sity is and how it affects the organization. nization’s ability to recruit and retain Day 2 is a planning day when the council top talent and leverage the differences sets up its own norms and determines how they bring. to get data so it can do its work. It defines its mission and begins the discussion of goal setting and measures of success. To STEP V: TRAINING help them be effective after the initial session, there needs to be consistency in meeting Training frequently gets a bum rap for times with meetings no longer than a not changing organizations. It is not month apart. Ongoing training and team designed to do that. Training can create development is a critical factor in effective awareness and help people develop knowl- councils. The best chance for success takes edge and skills, and the awareness, knowl- place when there is adequate and ongoing edge, and skills gained through training training, work on relevant issues, adher- can ultimately result in behavior change ence to agreed-upon norms, and account- throughout the organization at individual ability by all involved. and team levels. However, it cannot carry the weight of culture change. The primary initial content areas for STEP IV: SYSTEMS CHANGES diversity training start with what it is and why it matters. For diversity management to be effec- Each organization needs its own defini- tive, more than awareness and sensitivity tion of diversity and business case. The is required. Organizational systems and other two essential components of basic operational practices need to be aligned training center on understanding culture at with diversity goals. Systems such as organizational, team, national, and per- recruitment, hiring, promotion/career devel- sonal levels and how it influences interac- opment, and compensation/benefits, tions and behavior on the job, and also which affect how the organization treats understanding and managing the phenom- employees and uses diversity, need to be ena of stereotypes, prejudice, and assump- examined and often modified. Organizations tions. Human beings have always engaged sometimes find they need to conduct pay in this prejudgment and labeling process; equity reviews, adjust scheduling and ben- however, there are ways to manage our efits, and revamp promotional processes immediate unconscious assumptions better, to ensure fairness and equal access. Setting and helping employees learn those ways is diversity performance objectives for staff, part of the content. Beyond basic diversity using diverse hiring panels, and requiring training, there can also be management managers to look at a diverse slate of can- training on topics such as building diverse didates before making a hiring decision teams, giving performance reviews effec- are other examples of systems changes that tively across different cultures, and han- are often made. Others include the estab- dling anger and conflict successfully in lishment of affinity groups or employee diverse groups. Regardless of what content associations and mentoring processes, one focuses on, our suggestion is to integrate 42–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

diversity into already existing training. For demographic representation of under- example, weaving it into the current super- represented groups, an increase in sales in visorial training is an effective way to lever- particular markets, a decrease in turnover, age diversity. That way it becomes integrated or a reduction of disparity between groups more effectively into all training, appears in employee satisfaction results. Then, data more relevant and application oriented, relative to criteria are collected as the plan is and faces less resistance when it does not implemented. Assessment data gathered at stand alone. In addition, measurement the beginning can serve as a baseline to and accountability are essential. What is measure against, and both hard and soft expected from people as a result of the measures can be used. Hard measures such training effort? Tying the application to as sales, productivity, turnover, customer daily work gets people’s attention, commands retention, and demographic representation respect, and leads to results. statistics are critical. However, soft measures such as customer and employee survey scores and hotline calls also give valuable STEP VI: MEASUREMENT information about the impact and results of AND EVALUATION diversity strategy implementation.

One of our best teachers, Dr. John E. Jones, used to say, “What gets measured STEP VII: INTEGRATION gets done, and what gets rewarded gets repeated.” Measuring the effects of diversity An organization knows it is successful at change efforts and evaluating the results is its change process when it no longer has to critical. Measurement gives credibility by make diversity a stand-alone topic because providing data that show results, and it also it has become part of all operations. uncovers information that can serve as Creating a feedback loop so that proce- feedback for continual improvement. dures continue to be improved and Two kinds of questions need to be refined and new areas for inclusion are answered. The first has to do with the pinpointed is key. This continuous loop process, and the second has to do with keeps both the systems and the outcomes results. Both process and results need to viable and significant while also ensuring be monitored to gain the most from eval- both relevance and results. Managing uation. Process measures assess how we diversity is a continually evolving process did, what went well, what didn’t, and why. aimed at ongoing improvement for the For example, how many employees partic- success of the organization. ipated in the mentoring program, and what was their feedback on the experience? Results measure what difference it o Discussion Questions made for the organization. For example, what was the percentage of decrease in turnover, and how much did 1. How is diversity a strategic business that save the organization? imperative for organizations? Measurement is inherently a compara- tive process, so it needs to be planned from 2. What are the reasons for using a the beginning. Specific criteria and mea- broad and inclusive definition of sures need to be set at the beginning of diversity in creating a strategy for the plan—for example, an increase in the leveraging it? 4 The Effective Management of Cultural Diversity–––N–––43

3. How might the different dimensions 10. Why is assessment and measurement of diversity affect operations, team- important in managing diversity work, productivity, and effectiveness? effectively? Which have had the most impact in your experience in organizations? 11. Where is there obvious need and oppor- Give some examples. tunity within the organization, and with consumers, to leverage diversity? 4. Why is executive-level support important, and what are some keys to gaining 12. What parts of an organization’s past leadership commitment? history might affect attitudes toward embarking on this change? 5. What expectations exist for the diversity council? Who might they report 13. What pre-work can be done to mini- to, and how much clout should this mize the cynicism resulting from past person have? experiences that were unproductive? 6. What roadblocks might exist to releasing people for diversity council work, and how can these obstacles be o References eliminated?

7. What are some examples of systems Gardenswartz, L., & Rowe, A. (2003). Diverse changes that can increase inclusion to teams at work: Capitalizing on the power help achieve organizational goals? of diversity. Alexandria, VA: Society of 8. What are some essential elements of Human Resource Management. effective diversity training? Loden, M., & Rosener, J. (1991). Workforce America! Managing employee diversity as 9. Into what current training curriculum a vital resource. Homewood, IL: Business could elements of diversity be folded? One Irwin.

RELIGIOUS AND SPIRITUAL DIVERSITY IN THE WORKPLACE

Martin F. Bennett

uring a breakout workshop at a major international conference for human resource professionals, a woman from a midsized Dcorporation’s HR department shared a complicated encounter. During the final stages of an argumentative salary negotiation, the employee finally expressed her dissatisfaction with a proposed pay raise that she believed to be lower then her male counterpart. After a frank discussion, the employee prepared to leave her manager’s office, turned, and respectfully stated her hope that “God would guide the final resolution.” As the conference participants heard the employee’sexit line, a ripple of laughter moved through the room. Perhaps the response was triggered by the narrator’s tone of voice or even the assumed humor in thinking that God’sguidance should enter corporate salary negotiations. The facilitators acknowledgedtheinherentgenderissuebutseemedtodismissGod’sinter- vention in the business process as mere humor. Had the laughter been related to race, gender, or sexual identity, the reaction would have been processed. In talking with the workshop presenters later about why they let the God comment slip by,they said in a rather surprised but genuine manner,“I never thought of it. You should have spoken up.”I didn’t. What was behind this corporate moment? Was this reaction just an idiosyncratic declaration of a devout employee? Was this an expression of an entrenched organizational culture whose Muslim or Evangelical

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Christian heritage really believes in a God and builds on positive strengths. The sec- that does intervene at work? Or was this ond definition is reactive and rarely taps assertion just an expression of a stressed-out the values and full possibility that religious employee whose spiritual affinity enabled and spiritual workplace diversity can bring. her to confront the nastiness of gender discrimination by bringing in her biggest ally— God? We don’t know. Nor do we know what was behind the laughter. o Trends Forcing a Individuals bring their religion and spiri- New Understanding tuality,orthelackthereof,withthemtowork. It’s real. It exists. It is unlikely that religious Rapidly changing political contexts; globalizing and spiritual diversity will have the same markets; and shifts in social, economic, and acceptance that other aspects of diversity have cultural patterns within in and across nations unless our social environment drastically have highlighted the need for a fresh analysis of changes or unless an organization’s dysfunc- religious and spiritual diversity. South Korea tional behaviors force it to the surface. has the largest number of international Perhaps this is due to the sense of privacy headquartered companies, although the great- many individuals have about their religious est global wealth still remains in the United and spiritual identities, or an apprehension States, Europe, and Japan. How then does the about being labeled as some sort of zealot, or mixture of the religious traditions of South even the lack of positive media attention or Korea—Christianity, Buddhism, Shamanism, scrutinizing watchdog agencies that monitor Confucianism, and Chondogyo—influence organizations—and unfortunately, the few the structure and strategies of these compa- agencies who do are in danger of being dis- nies as they undergo their globalization missed as being too sectarian and having a process. An increasingly global business 1 self-serving point of reference. environment inevitably leads to an exchange Religious and spiritual workplace diversity of traditions that are religion based. is the acknowledgment of the commonalities Contemporary managers and leaders and differences that arise from an employee’s need to appraise the impact that the fol- religious or spiritual identity that when lowing trends have on their organizations brought forth in the workplace enhances and evaluate their long- and short-term personal and professional growth and orga- cultural implications: nizational development. An alternative definition might choose the less upbeat • Rising immigration and use of inter- explanationthatreligiousandspiritualwork- national workers—both domestically place diversity is the process of addressing and globally—who bring different destructive behaviors—between individuals religious and spiritual traditions andwithinorganizationalsystems—thatlegit- regarding the meaning of work and imizes exclusion based on religious and how they should be managed spiritual-based values and beliefs. Unlike other diversity characteristics • Increased civil right violations based on that are observable and transparent, reli- religious conflict, deteriorating inter- gious and spiritual workplace markers are personal relationships, and corporate not easily identified. They have to be drawn morale while incurring financial loss out. How an organization chooses to man- and depreciated reputational capital age this aspect of diversity is vital. The first • Changed definitions that describe definitionfocusesonanemployee’spotential diversity as an “individual difference” 5 Religious and Spiritual Diversity in the Workplace–––N–––47

rather than “a classification,” such as diversity rights protected in my organiza- “old white men” tion?” This approach complies with state • Raised personal and organizational and federal laws that secure employee rights interest in spirituality and its appli- and confronts discrimination, prejudice, cation to life/work balance and workplace hostility. Compliance is frequently the first and may unfortunately be • Expanded insight into religious and the only stage that an organization under- spiritual ideologies through global takes. Compliance-based interventions are technology exposing adherents and managed by human resource specialists skeptics to immediate information, and legal professionals. Often small or exploration, and dialogue moderate-sized companies with limited • Broadened interest in spirituality in budgets manage religious and spiritual general and in evangelism amongst workplace diversity in this manner. Their Christians and Muslims responses do not proceed beyond paying fines, training managers on employees’ • Intensified domestic and interna- rights, or organizing mandated awareness tional culture wars degenerating seminars for staff. Organizations are into religious name calling and spir- obliged to comply with regulations; if they itual cynicism don’t, unintended consequences will occur. These are the trends that local, national, Red Robin Gourmet Burgers settled a case and global organizations face in the 21st with the EEOC by agreeing to make sub- century. Evaluating your organization in stantial policy changes as well as pay light of these trends will provide the $150,000 to a Bellevue, Washington, information necessary to build a business employee. He was wrongfully dismissed case for developing your religious and because he refused to cover the Egyptian- spiritual workplace diversity program. designed tattoos on his wrists because they were part of his initiation into the Kemetic Orthodox faith, which prohibited him o Religious and Spiritual from ever covering those sacred scriptural Workplace—Part of texts.3 In general, compliance interventions Organizational Success focus on what should not have happened and rarely explore the potential of what can happen in using the value that this dimen- As religious and spiritual workplace diver- sion of diversity brings an organization. sity consolidates its position as a constitutive part of an organization’s diversity program, leaders and managers can choose from a NORMALIZATION wide range of interventions to create change. There are traditionally four levels A normalization strategy asks, “How has of organizational engagement—namely, the the expression of religious and spiritual diver- stages of compliance, normalization, uti- sity become a familiar dimension within my lization, and maximization.2 organization’s culture?” Normalization moves beyond case law and mandated corrective COMPLIANCE programming toward a robust acceptance of each employee’s religious and spiritual Compliance strategies answer the question, identity, understood as a contributing asset “How are worker’s religious and spiritual for the development of the organization. 48–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

John Tyson, chairman and CEO of their beliefs—a right guaranteed by the Tyson Foods, Inc., put it another way: “If first amendment of the Constitution— you can talk about the football game on they are not open to behaviors that exclude Monday, then you can talk about your faith or segregate coworkers based on religious on Monday.”4 Organizations that are bias or prejudice. Such behaviors are in employee focused use religious and spiri- violation of the law. tual workplace diversity as part of their Although the United States is acknowl- people-management and motivational edged as one of the most religious and spir- systems. They create interventions such as itually diverse countries in the world, the American Stock Exchange’s recogni- nevertheless it is recognizably monocultural tion of Judaism with its Torah study and historically biased to Christianity.8 groups; Boeing’s support of Christians, Organizations must monitor the pace of Jews, and Muslims through their identity- their normalization tactics, forestalling specific prayer groups; and Microsoft’s use inadvertent exclusion of other equally of an online prayer service. Taco Bell, Pizza diverse and conceptually legitimate per- Hut, and Wal-Mart hire chaplains who visit spectives. They need to manage inclusion employees in hospitals and offer counsel- of intra-religious workplace dialogue ing to deal with stress and depression.5 among sectarian Christians, of inter-religious During this stage, religious and spiri- dialogue among Christians, Muslims, tual workplace behaviors gradually become Jews, Hindus, and Buddhist coworker’s, observable. Employees may openly express and appreciative inquiry and acceptance of their belief in God’s power in the work- coworkers who do not espouse any reli- place by pausing for a moment of silence gious or spiritual tradition. Organizations or prayer before a meeting or meal. cannot avoid religious and spiritual diver- Members freely join religious- or spiritual- sity by claiming to be solely a monocultural oriented affinity groups similar to those environment. If an organization does not that have been established for other have such diversity within its employee aspects of diversity—race, gender ethnicity, population, it will have that range in its and sexual identity. Tom Muccio, presi- customer base, as the marketplace is reli- dent of Procter & Gamble’s Global giously and spiritually diverse. Customer teams, estimates that 80% of his group’s employees participate in religious affinity groups.6 UTILIZATION Many organizations have embraced normalizing religion and spirituality in Organizations that are committed to a their organization’s culture. In its study utilization strategy ask, “How are religious- titled “The Spiritual State of the Union: and spiritual-influenced ideals, values, and The Role of Spiritual Commitment in the beliefs used in the workplace?” Larger and United States,” the Gallup Organization more global organizations have greater reported that 64% of employees surveyed opportunities to use such interventions— said that their current organization either some more positively and, unfortunately, encourages (32%) or tolerates (32%) the some negatively. open expression of religion.7 In light of Kohler, Inc., a global group providing this information, an important distinc- kitchen and bath fixtures, furniture, power tion is required. While organizations sup- systems, engines, real estate, and hospitality, port their employees in openly expressing could have avoided affronting Hindus in 5 Religious and Spiritual Diversity in the Workplace–––N–––49

Nepal, Indonesia, Malaysia, Singapore, the when workers feel a gap between their UK, and the United States if someone would values and the organization’s value they have recognized the offensiveness of a brass will be stressed, alienated, demotivated, figure of a scantily dressed woman that was and experience conflict of interests all of used to advertise a designer upscale shower which affect performance.11 Equally true, suite. The figure was the Lord Nataraja—a when alliance partners and customers per- form of Lord Shiva—and the water streaming ceive an organization is respectful of their from its hands was the blessed waters of the religious and spiritual traditions, such Ganges, a far cry from a shower head.9 organizations will be positively sought as Understanding the impact of religious icons, business partners. Managers and supervi- symbols, and texts would have been invalu- sors are pivotal in handling this level of able to Kohler. Organizations cannot use religious and spiritual diversity engage- such ideas without full assessment of their ment since they know the employees who influence on believers as well as nonbeliev- bring consistent organizational value as ers. Managers, manufacturing staff, creative well as those who for a variety of personal people, marketing professionals, and corpo- reasons create misunderstandings. rate leaders need to constantly evaluate the impact such usage has on their organization’s reputational capital. That type of insight MAXIMIZATION occurs when employees’ opinions and insights are openly exchanged and where suf- The final question is, “What remains to ficient religious and spiritual cultural literacy be done to harness the value that religious exist at a managerial level to facilitate a com- and spiritual workplace diversity can bring prehensive analysis and discussion. to strategic growth and development?” The Three areas surface where diversity can greatest value that religion and spiritual be best utilized—employee management, diversity offers organizations, both large alliance partnerships, and customer and small, is an intrinsic mindset that pro- service. Approximately four out of every vides insight into people’s lives and their five persons studied in The Spiritual State attitudes to work. Some corporate leaders of the Union stated they would like to see have projected their religious identities open expressions of religion encouraged deep within their organizations. For and tolerated within their organization.10 example, ServiceMaster, a conglomeration If that is true, employees have an increas- that includes Termini, TruGreen, ChemLawn, ing expectation that their organizations and Merry Maids, was built on the values of will create appropriate systems to facilitate its founder and chairman, Bill Pollard, that openness. Companies who want to who, after escaping a sudden fire, brought maintain workers as well as become an his understanding of God into his business employer of choice need to create corpo- process. His interventions stimulated new rate cultures that respects this type of human resources practices including stock expression. Since many religious and spir- ownership for all employees and a cap on itual traditions have different viewpoints the wage differential between top and bot- of how work fits within their beliefs, man- tom.12 Truett Cathy, founder of Chick-Fil- agers are required to understand the A, a chain of fast-food restaurants, and expectations of subordinates and not just John Tyson, the chairman and CEO of assume that “we are all the same.” It is basic Tyson Foods, have also applied their reli- to human resource management that gious tradition in the management of their 50–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace organizations, although each of their appli- in developing religious and spiritual work- cations was primarily driven by a specific place diversity, they function at different religious tradition. Few organizations have levels. maximized the cross-religious and multi- spiritual opportunity. o Managing for Religious At this level of engagement, a religious and Spiritual Diversity and spiritual cultural analysis should be included in the strategic scanning process, especially as organizations search for new Managers are trained to approach here- products and markets. Several financial and-now problems and administer solu- institutions, such as AMRO, PNP Paribas, tions. They supervise all “nut and bolts” Standard Charter, and Goldman Sachs, interventions. Using their positional power have embraced “Sharia-compliant” finan- they guide teams in the organization’s cor- cial products to engage its emerging Muslim porate culture, policies, and procedures. markets. Islam demands that wealth cannot Ideally, managers have the competencies to be generated from immoral means such as maximize their employees’ idiosyncratic alcohol, gambling, or tobacco. Also, those attributes for the benefit of the organiza- investments must not earn interest.13 tion’s shareholders and stakeholders. Christian tradition allows for interest but Contemporary managers need to be counsels that the rates should be just. By knowledgeable about Title VII of the Civil acknowledging Christian and Islamic work- Rights Act of 1964.14 It obliges all organi- place traditions and using sound financial zations to accommodate employees’ reli- acumen these institutions successfully gious beliefs unless doing so creates an developed new religious and culturally undue hardship for their organization. infused business products and found a rec- Due to the lack of legal clarity, and the onciling strategy that respects each tradition confusion as to what Title VII actually but still allows their institutions to meet considered a “religion,” Congress their shareholders’ expectations. amended Title VII in 1973 and extended To accomplish maximization, CEO’s, legal protection to what is understood senior corporate executives, and board today as “spirituality.” Religious practices members need to develop an inclusive reli- are broadly understood to gious and spiritual cultural acumen and the aptitude to apply it for the best interests of include moral or ethical beliefs as to what their organizations. Of all the levels of devel- is right and wrong and which are sin- opment, maximization is the least seen. cerely held with the strength of traditional Perhaps this is a reflection of the newness religious views. ...The fact that no reli- of religion and spirituality as a legitimate gious organization espouses such beliefs aspect of diversity or a lack of understanding or the fact that the religious groups to of its role in strategic planning. Possibly it which the individual professes to belong is also because of the demoralizing global may not accept such beliefs will not deter- clash of religious and spiritual ideologies mine whether the belief is a religious and increasing politicization of religious belief of the employee or prospective belief. Time will tell us more. employee. (Title 29, §1605.1) Each level of engagement has distinctive tasks, as demonstrated in Table 5.1. This statute also protects individuals who While managers and leaders have the self-identify as humanitarians, atheists, responsibility to assist their organizations and agnostics. It is a manager’s responsibility 5 Religious and Spiritual Diversity in the Workplace–––N–––51

Table 5.1 Levels of Engagement

Levels of Engagement Engagement Tasks

Compliance • Facilitate the spirit as well as the letter of the law of the United States Civil Rights Act of 1964 and United Nation’s Declaration on Religion. • Reconcile dilemmas when employees’ religious and spiritual requirements are in conflict with their work responsibilities. • Create cross-functional teams of human resource and legal staff for rapid response. • Include religious and spiritual workplace diversity basics in new hire orientation and monitor compliance. • Design targeted training events to address specific employee or functional needs. • Communicate success stories to demonstrate the organizational value for the inclusion of religious and spiritual workplace diversity. Normalization • Create opportunities, both formal and informal, for intra- and inter-religious and spiritual workplace diversity dialogues. • Support an inclusive and tolerant corporate culture with religious and spiritual diversity fully aligned with other diversity initiatives. • Acknowledge religious and spiritual diversity conversations as a component of building an inclusive employee culture and morale. • Check employee acceptance of other’s religion- and spirituality- based workplace behaviors in performance-management protocols, team appraisals, and organizational culture studies. • Provide training programs on religious and spiritual workplace diversity as part of required professional development. Utilization • Seek religious and spiritual perspective supporting product development, sales initiatives, and market expansion. • Communicate the organization’s diversity commitments to external clients and vendors to improve reputation capital. • Develop capacity for faith-based alliance management. • Coach high-potential employees on how to position their religious and spiritual diversity tradition for the best benefit in the organization. • Analyze interpersonal and organizational dilemmas for religious and spiritual implications that have a positive or negative impact on operations. Maximization • Support a robust global strategy by appreciative reference to other religion- and spirituality-influenced workplace models. • Endorse corporate social responsibility initiatives inclusive but not limited to religion- and spirituality-based organization. • Provide insight and potential solutions to organizational dilemmas, especially in markets and work environments where religion- and spirituality-based behaviors have created conflict or polarity. • Share the organization’s inclusive structure and strategic model in communities where religious and spiritual traditions alienate their broader civic society. 52–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

not only to resolve difficult problems but also accommodations must be met, but many to create inclusive opportunities that support can and should be. Managers have the the employees and the organization’s goals. power to create change—if not a culture of Since managers hire, train, supervise, inclusion—by instituting some of the fol- and evaluate employees they are the first lowing interventions: responders to situations of harassment, discrimination, and workplace hostility. • Allow faith-based groups that are The U.S. Equal Employment Opportunity voluntary, open, and non-coercive Commission (EEOC) reported that to meet in the organization’s facili- although the number of charges of reli- ties and/or communicate through gious discrimination in 2005 (3,878) was organizational e-mail. 9% lower than the post-9/11 record set in • Create work schedules that allow for 2002, it is one-third more than the prayer or reflection time—either daily number 10 years earlier. Such complaints or weekly. are lodged by people of many different faiths. Of these complaints in 2005, • Support voluntary study of inspira- 20% were made by Muslims, 18% by tional, spiritual, and sacred books Christians, 12% by Jews, and 50% by during break time, lunch time, as other religions.15 Unfortunately, many of well as before or after work. these cases illustrate the ineptness of man- • Authorize flex time and flex vacations agers who exacerbated resolvable situa- to facilitate out-of-office attendance tions that ultimately ended in the court. at religious and spiritual gatherings There are numerous cases that illus- held during normal work hours. trate dilemmas where managers have failed (Table 5.2). They occurred due to the lack of • Create neutral spaces for the sole preemptive policy, inept execution by man- purpose of personal reflection, agers and supervisors, insufficient knowl- medication, or prayer within the edge related to the congruency of prescribed organization’s facilities. religious behaviors with the organization’s • Facilitate inclusive, organization- requirements, the clash of idiosyncratic wide celebrations of major religious religion- and spirituality-based values that and spiritual holidays. are not supported by the enveloping organizational culture, unabated proselytizing, • Engage leaders in internal or exter- rigid people-management policies, as well nal training on religious and spiri- as core human and interpersonal communi- tual workplace traditions to support cation breakdowns fueled by religion- the continued development of the inspired biases and prejudice.16 organization’s cultural knowledge. • Establish religion- and spirituality- based identity groups to provide insight o Practical Steps on organizational and personnel issues. Managers Have Taken • Monitor all diversity programs and trainers—both in-house as well as Managers in both the public and private external consultants—for consistent sectors tactically shape their workplace inclusion of religious and spiritual environment. It is important to remem- diversity themes in case studies, ber that not all faith-based requests for examples, and process analysis. 5 Religious and Spiritual Diversity in the Workplace–––N–––53

Table 5.2 Workplace Examples

The Event Areas to Reconcile

• A newly hired Muslim receptionist in a • Dress and grooming accommodation Christian-sponsored healthcare facility was • Corporate culture tolerance for diverse fired for refusing to remove her headscarf values and beliefs and sues her former employer for unlawful • Hiring protocols dismissal.1

• A Catholic worker in a retail store sues • Range of tolerance for exceptions based after being refused time off to go on a on personal religious practice pilgrimage to Yugoslavia during the • Cultural literacy for distinguishing core Christmas shopping season.2 religious requirements from personal expression • Flexible leave policy

• A Christian in a large communications • Dress, grooming, and religious firm, who wore an anti-abortion button to discrimination and accommodation work, sued her company when dismissed • Religious expression standards since coworkers threaten to walk off due • Unreasonable and hostile imposition of to the visual trauma of the pin’s graphic.3 religious belief

• After multiple requests for accommodation • Parameters for reasonable accommodation were refused, a Jewish professor sues her • Equitable work assignment processes institution’s dean and department head • Warning and dismissal policy and since they consistently rearranged procedures departmental meetings and functions on days that conflicted with her Sabbath preparation.4

• A manager in a municipal office • Prescribed management strategies for frequently calls a subordinate a “sinner,” escalating hostile work environment demanding that the person repent and • Religious expression norms attend prayer sessions in order not to • Unreasonable and hostile imposition of go to hell.5 religious belief • Parameters of freedom of speech and hate language • Warning and dismissal policy and procedures

1. Civil Rights Act of 1964, Pub. L. No, 88-352 (Title VII). Available at www.eeoc.gov/policy/vii.html. 2. Office of High Commissioner of Human Rights. (1981). Declaration of the elimination of all forms of intolerance and of discrimination based on religion or belief. (Resolution 36/55 of 25). New York: The United Nations Printing Office. Available at www.unhchr.ch/html/menu3/b/d_intole.htm. 3. EEOC v. Presbyterian Ministries, Inc., 788 F. Supp. 1154 (W.D. Wash. 1992). 4. Arthur, J. S. (1998, June 5). Religious rights not violated, court says. Human Resource Executive, 22. 5. Wilson v. U.S. West Communications, Inc., 860 F Supp. 665 (D. Neb. 1994), aff’d, 58F.3d 1337 (8th Cir. 1995). 6. Andrews v. City of Philadelphia, 895 F.2d 1469 (3d Cir. 1990). 7. Venters v. City of Delphi, 123 F3d 956, 972 (7th Cir 1997). 54–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

• Meet annually with human employees. They inspire people to think resources and legal teams to review beyond the restraints of their current all discrimination, harassment, and accomplishments and embrace the poten- hostile environment claims related tial of the future. Unlike politicians who to religion and spirituality and personally affirm religiosity but when they implement process improvements. see it approaching organizationally run behind the banner of “separation of • Identify desired outcome measure church and state,” private and public sec- and recognizable gaps for religious tor leaders are more in charge and free to and spiritual workplace expression. utilize diverse religions and spiritualities • Include line-item recognition of reli- as tools to advance the missions and gious and spirituality workplace diver- visions of their organizations. How they sity in performance-management tools. lead that change is the question. Tom Chappell, CEO of Tom’s of Maine, • Measure employee attitudes toward is a good example. In 1970 he founded a religious and spiritual workplace small entrepreneurial company that produced diversity—both domestic and global— natural personal care products made without in organizational attitudinal surveys. artificial and animal ingredients. In March, A subset of manager competency, known 2006 Colgate-Palmolive Company purchased as leadership, displays a different range of the company. Tom Chappell not only increased competencies. Warren Bennis, a well-known his company’s financial capital but also its management consultant, succinctly counseled spiritual capital. As a leader he stayed mind- that “A manager does things right, while a ful of profit but gave away 10% of its pretax leader does the right things.”17 profits to charities. Tom’s of Maine also gives employees four paid hours a month to vol- unteer for community service. In its manu- o Leaders Operate Differently facturing process, only ingredients that are in Organizations good for the environment are used. After studying at Harvard Divinity School, Chappell reengineered his company into a sort of min- Employees and their managers have been istry, saying, “I am ministering—and I am the major coordinators of religion and spir- doing it in the marketplace, not in the church, itual traditions in the workplace. Dating because I understand the marketplace better back to 1985 many American workers recog- than the church.” Understanding that his nized that their religious institutions, mainly marketplace also had Muslim and Jewish cus- Christian, were not adequately connecting tomers who had stringent requirements for their core religiosity with their day-to-day halal and kosher products, Tom’s of Maine reality at work. The resulting Faith-at-Work proudly secured appropriate religious certifi- Movement18 enabled workers to actively cre- cations for 90 items within its product line.19 ate programs, policies, and practices that to While not the only source of ethics, their mind brought “God into the work- religious and spiritual foundational values place.” Today, broader and more inclusive and beliefs do have a role in informing strategic interventions are emerging. business decisions. Studies have identified Senior leaders have the broadest the positive correlation of religion and ethics, responsibilities within organizations and finding that religiosity was a significant sometimes the greatest distance from the predictor of ethical problem recognition.20 5 Religious and Spiritual Diversity in the Workplace–––N–––55

A group of American businesspersons who contribution programs for local and inter- self-identified as having a high or moder- national projects inclusive of religious- and ate level of religious intensity also showed spiritual-based organizations, and the estab- a high level of ethical judgment.21 It is lishment of major foundations that support increasingly evident that economic devel- globalized humanitarian aid. Frequently an opment cannot be separated from ethical employee’s religion- and spirituality-based development, which in turn cannot be motivations find expression through their segregated from the influence of religious organization’s CSR program. and spiritual values. Unfortunately, the 20th century ended with major ethics scandals such as Enron, o What Leaders Are Global Crossing, WorldCom, and Cendant. Challenged to Do Such scandals make it apparent that corporate culture programs and their state- While managers deal with tactical issues, ments embossed on laminated cards hung leaders look at capital development, around employee necks do not create including employee capital, economic ethics or prevent ethics violations. capital, and spiritual capital. Leaders have Inclusion of religious and spiritual work- the ability to uniquely engage their organi- place diversity supports ethical sustain- zation when they do the following: ability. Ethical leaders are required to reconcile their organization’s actions with • Conduct yearly religious and spiri- the ethical systems of their employees, tual workplace diversity strategy customers, vendors, and alliance partners. reviews examining how the organi- Corporate ethics require that decisions zation utilizes its innate religious demonstrate fairness, equity, and impartial- and spiritual capital ity. Diverse religious and spiritual systems will differ on what is considered fair, equal, • Create an ongoing religious and spir- and impartial. Leaders require good cross- itual workplace diversity advisory cultural skills to recognize and align those board consisting of regional, national, differences. The art of religious and spiri- and international representatives tual diversity leadership is the ability to who inform leadership of trends, continually evaluate the multitude of per- challenges, and opportunities spectives and create an evolving and inclu- • Provide virtual and real-time open sive dialogue of reconciliation for action. chat rooms with senior management Another viable expression of religious and board members seeking ideas and spiritual workplace diversity that related to religious and spiritual work- requires leadership is corporate social place diversity applications or abuses responsibility. CSR addresses the responsibility that an organization has to its broader • Sponsor internal and external research community by conducting its business in an on organizational success attributed to open, ethical, and transparent manner that spirituality- and religion-influenced supports individuals, shareholders, and strategies and systems the external environment. It manifests itself • Establish an ethics council to align all through corporate-sponsored activities organizational behaviors with ethical ranging from hands-on community devel- standards inclusive of those espoused opment projects, fundraising, matching by religious and spiritual traditions 56–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

o Key Competencies • Demonstrates inclusion and respect Managers and for religious and spirituality workplace Leaders Require traditions by referencing holy day and ritual celebrations, demonstrating culturally appropriate social behaviors, Managers and leaders require general and and acknowledging an array of reli- specific competencies to go about their gious and spiritual texts that support work. A competency is a personal charac- the goals of the organization teristic that can predict successful performance and is displayed through consistent behaviors that demonstrate knowledge, a ORGANIZATIONAL positive attitude in approaching a solu- COMMUNICATION CLARITY tion, and a skill to complete the action. • Raises questions and seeks information Some competencies that managers and concerning the underlying religion- leaders master if they are interested in and spirituality based values, beliefs, enhancing religious and spiritual cultural and behaviors observed within the literacy are as follows: organization • Documents areas of company/ AUTHENTICITY employee religious and spiritual • Understands one’s own religious compatibility and communicates its and spiritual orientation and its value to the organization influence on leadership style, deci- • Presents the organization’s policies sion making, and ethics that support Title VII for review and • Maintains transparency in working process enhancements with coworkers—no personal or spirituality-biased agenda CREATIVE PROBLEM SOLVING • Relates well with individuals from a wide range of religious and spiritual • Seeks solutions that comply with backgrounds and acknowledges their federal and state laws that support innate ethical concerns the company’s mission as well as addresses employee’s religious and spiritual requirements INTERPERSONAL AND TEAM SKILLS • Identifies intra-organizational best- of-class tactics in other departments • Shows personal and professional and implements them in own areas respect for coworkers’ religious and of accountability spiritual workplace perspectives • Attends external religion- and spiritu- through appreciative inquiry ality-focused diversity training and • Provides effective feedback, correc- applies new insights to the organi z ation’s tive direction, and active supervision policies and management practices addressing questionable behaviors related to religious and spiritual bias Cultural exemplars, be they managers, or prejudice leaders, or employees, exist at all levels in 5 Religious and Spiritual Diversity in the Workplace–––N–––57 organizations. They demonstrate many There is urgency for organizations to of the above competencies and are address religious and spiritual workplace acknowledged by their peers as consistently diversity. In examining the relationship displaying the religious and spiritual between faith and the U.S. economy, the knowledge, attitude, and skills that effectively Gallup Poll22 identified that “almost two- support the missions of their organization. thirds of Americans—churchgoing or Their activities make organizations better. not—say the overall health of the nation is What remains to be determined in many heavily dependent on its spiritual health. organizations is if these employees will find About seventy seven percent also said that opportunities to bring these underutilized the nation’s economy is dependent on its skills into greater use. Today we would never spiritual well-being.”23 If organizations question the value that race- and gender- are going to utilize the value of religious based perspectives bring to effective manage - and spiritual workplace traditions, they ment. Religion and spiritual workplace must create strategies and structures to diversity is still in its infancy and awaits meet the expectations of an increasingly greater recognition. spiritually aware if not alarmed workforce. Most organizations are currently pre- o Conclusion pared to address the legal and accommodation issues underlying religious and spiritual workplace diversity. There is a sampling of “Religious and spiritual workplace diver- organizations, such as Tom’s of Maine and sity” has become a catchphrase that is eas- Tyson Foods, Inc., that demonstrate what ily acknowledged but rarely instituted until faith-based organizations can do when lead- conflict appears. Preemptive policies exist; ers set the strategy and managers implement however, more proactive and strategic religion- and spirituality-friendly tactics. It change agents are needed in board rooms, will be up to organizational leaders of the in senior and line management positions, 21st century to effectively develop faith- and in employee populations. friendly institutions through their cross- David Miller, the director of the Yale cultural acumen and religious and spiritual Center for Faith and Culture, distin- literacy to harness the potential that this guishes organizations as faith-based or underutilized and frequently unspoken faith-friendly. The strength of faith-based aspect of diversity offers. organizations is their endorsement of a specific religious or spiritual tradition that is comprehensively integrated into the Discussion Questions organization’s strategies, structure, and systems. While faith-based organizations honor one religious or spiritual perspec- 1. Is your organization faith-friendly, tive, they leave little room for the accep- faith-based, or faithless? How does tance and integration of others’ beliefs. that designation support or hinder The power of faith-friendly organizations your organization’s mission and goal? is their ability to manage and utilize a 2. What major religious and spiritual fuller array of religious and spiritual work- megatrends are affecting your place traditions for the strategic benefit organization, and what should or of their organization and its employees, can be done about them? What customers, clients, and alliance partners. will happen if nothing is done? 58–––N–––Understanding the Evolving Role of Cultural Diversity in the Workplace

3. At what level of religious and spir- 6. Kinni, T. (2007). Faith at work: itual workplace engagement is Redrawing the line between religion and your organization—compliance, business. New York: The Conference Board. normalization, utilization, and 7. Gallup, G. (2006). The spiritual state maximization? What needs to be of the union: The role of spiritual commit- done to move to the next level? ment in the United States. Princeton, NJ: The Gallup Organization. Who needs to be involved? 8. According to the CIA World Factbook, 4. How has your organization gained the United States is 78% Christian and 10% or lost reputational capital due to no religion, while other religions compose the way it has managed religious 12% of the U.S. population. In descending and spiritual workplace diversity? order, the largest identified religious groups How can that capital be regained? are Protestant (52%), Roman Catholic (24%), Mormon (2%), Buddhist (2%), Jewish (1%), 5. What personal competency or and Muslim (1%). competencies do you need to 9. AHAD protests Kohler’s use of develop to manage religious and Nataraja image. Retrieved from www spiritual workplace diversity? .hindunet.org/anti_defamation/kohler/ What difference could you make in 10. Gallup, G. (2006). The spiritual state your organization should you of the union. 11. Nadesan, M. H. (1999). The dis- exercise those newfound abilities? courses of corporate spiritualism and evangelical capitalism. Management Communication Quarterly, 13(1), 3–42. o Notes 12. Olian, J. (2003, December 8). Spirituality is finding a place in the workplace. Seattle Post-Intelligencer. Retrieved from 1. See Anti-Defamation League (Judaism): http://seattlepi.nwsource.com/business/151289 www.adl.org; CAIR (Council for American– _spiritualdivide08.html Islamic Relations): www.cair.com; Catholic 13. Islamic finance: Calling the faithful. League for Religious and Civil Rights: www (2006, December 9). Economist, p. 78. .catholicleague.org; Sikh American Legal Defense Retrieved from www.economist.com/finance/ and Education Fund: www.saldef.org; American- displaystory.cfm?story_id=8382406 Arab Anti-Discrimination Committee: www 14. Civil Rights Act of 1964, Pub. L. No. .adc.org; and American Hindus Against Defamation: 88–352 (Title VII). Retrieved from www.hindunet.org/anti_defamation. www.eeoc.gov/policy/vii.html 2. Adapted from Kahn, A., & Gomez, S. 15. Norman, J. (2006, August 28). Worship (1998). Challenging diversity: Taking the in the workplace. Orange County Register.Retrieved next step. Phoenix, AZ: Budshel Press. from www.ocregister.com/ocregister/money/small Available at www.culture-link.com business/article_1255596.php 3. EEOC v. Red Robin Gourmet Burgers, 16. To gather more information on deter- Inc. (W.D. Wash. 2005). No. C04–1291 JLR. mining religious discrimination cases in your Retrieved from www.eeoc.gov/litigation/ organization or to file a report, contact the U.S. settlements/settlement09–05.html Equal Employment Opportunity Commission at 4. Walter, M. (2000, February 18). Tyson their Web site: www.eeoc.gov/types/religion.html discusses faith in workplace at business lunch. 17. Bennis, W. & Goldsmith, J. (2003). Arkansas Democrat-Gazette. Retrieved from Learning to lead: A workbook on becoming a www.nwanews.com/adg/Business/108332/ leader. New York: Basic Books. 5. Johnson, H. (2004). Taboo no more. 18. Johnson, A. (2005, March 21). The Training, 41(4), 22–26. Faith-at-Work Movement finds a home: 5 Religious and Spiritual Diversity in the Workplace–––N–––59

Building a Silicon Valley of the soul in north- empirical study. Journal of Business Ethics, west Arkansas. Retrieved from www.msnbc 2(4), 305–320. .msn.com/id/7201269/. Eldred. K. (2005) God 21. Longenecker, J. G., McKinney, J. A., at work: Transforming people and nations & Moore, C. W. (2004). Religious intensity, through business. Ventura, CA: Regal Books. evangelical Christianity, and business ethics: Miller, D. W. (2007). God at work: The his- An empirical study. Journal of Business tory and promise of the Faith at Work move- Ethics, 55, 373–386. ment. New York: Oxford University Press. 22. Gallup, G. (2006) The spiritual state 19. McLaughlin, C. (2001). Spirituality in of the union. business. Retrieved from www.visionarylead.org 23. Harper, J. (2007, January 31). Spiritual 20. Singhapakdi, A., Marta, J., Rallapalli, K., state of union found strong. Washington & Rao, C. P. (2000). Toward an understanding Times. Retrieved from http://pewforum.org/ of religiousness and marketing ethics: An news/display.php?NewsID=12585