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No introduction of diversity is complete without an understanding
of change and how to manage it. Diversity involves people
and they are the drivers and engines of change. In organizations,
change happens in response to internal and/or external forces.
Raising the awareness and acting upon global changes in
social, economic, demographic and political arenas is key
to our definition of a diversity policy here at DCP.
Management of Change is among our four major areas of specialization.
Below is an illustration of how these areas interconnect:
Change is at the core of our goals, be it drastic or gradual
change, either way, lack of alertness maybe lethal. Heard
of Senge’s parable of the boiled frog?
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If you place a frog in a pot of boiling
water, it will immediately try to scramble out. But
if you place the frog in room temperature water, and
don't scare it, it will stay put. Now, if the pot
sits on a heat source, and if you gradually turn up
the temperature, something very interesting happens.
As the temperature rises from 70 to 80 degrees F.,
the frog will do nothing. In fact, gradually it will
show every sign of enjoying itself. As the temperature
gradually increases, the frog will become groggier
and groggier, until it is unable to climb out of the
pot. Even with nothing restraining it, it will just
sit there and boil. Why? Because the frog's internal
apparatus for sensing threats to survival is geared
to sudden changes in its environment and not to slow,
gradual changes. |
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Although “Diversity” has become a
cliché for most organizations, research has shown that few
have a good quality strategic-action plan. We believe diversity
is more than just a value statement. We make strategies
and tools to enable organizations begin to do what they
say, instead of just saying what they do with no much to
show. We provide training and guidance through changes as
they occur. What's more, we create in-house support mechanisms
to uphold proceedings.
Future Organizations are those that know that there are
two faces of change:
• The Technical side of the
organization, which is the obvious side.
• The Human side of the organization
usually hidden from the normal
observer.
Goals, Strategy, Structure,
Systems, Procedures, Products,
Services, Financial Resources,
Management.
This side is usually fairly understood and its procedures
can be written and followed step by step. Any change on this
line is usually based on planned change for many people understand
the factors involved.
People's expectations, culture, values, image of organization,
history of organization, language, artefacts, beliefs, attitudes,
diversity, ability, leadership style and behaviour, power,
politics and conflicts, informal groupings and other issues
not so visible and obvious.
Usually ignored is the human side of the organization. This
side also contains the more covert aspects of the organizational
life. Mere mission and value statements are the closest most
organizations usually get to this segment. The area includes
the values, beliefs, and attitudes truly held by management
and other employees.
Important to note is the fact that this hidden side is the
greater part of the organization. Yet it is traditionally
either not examined at all or is only partially examined.
DCP holds unparalleled position to analyse this section
of the organization. Due to the delicateness of the issues
involved here, insiders probing on this area are likely
to overlook important aspects; shy off from sensitive matters,
or cross paths with informal groupings. We hold a neutral
position and are more likely to be trusted to get objective
and honest responses.
There are several reasons as to why you need DCP. You could
try to ask yourself the following questions to find out
whether you support, ignore, guide, or neglect your human
side of the organization:
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