It is often said that diversity is “good for business.” Yet, according to current research, the level of benefit an organization will receive through diversification of its workforce is largely dependent on the management philosophy of the organization. Companies that operate in a traditional command and control model tend to see diversity as a matter of fairness, in which the goal is a “color-blind” culture emphasizing conformity. While this may serve to increase the number of minorities and women employed by an organization, it minimizes the creativity and productivity their presence might add. On the other hand, organizations that benefit most from a diverse workforce exhibit management structures that are more egalitarian, that foster staff empowerment, flexibility, continuous learning, and openness to different points of view (Thomas & Ely, 1996).

Egalitarian management is especially critical in architectural firms, where the main asset is an innovative staff, and the main objective of management is to increase both productivity and creativity. According to my original research on architectural firm management (1996), the factors influencing productivity are strikingly similar to those that promote diversity and the creative potential it brings. This means competitiveness and diversity go hand and hand within practice management structures capable of encouraging both.

Participants will learn the common paradigms of diversity in the workplace and be introduced to management models capable of promoting diversity, creativity, and productivity.

Participants will be introduced to current research into specific organizational qualities that maximize the benefits of differing perspectives and workplace styles.

Participants will discover, through conversations with their colleagues, how these models can be applied in their current work environment and are being applied in firms around the country.

This 90-minute seminar will consist of three parts:

• Introduction to management theory and its application to diversity in architectural practice including Thomas/Ely's learning and effectiveness paradigm (1996), self-organizing systems, and original research findings.
• Small group discussions using “group interview technique.” Participants will interview each other asking prepared questions such as:
  • How much is information shared throughout the organization now, and what would the impact be on your firm if all information was shared with all staff members, all the time?
  • What are successful strategies for retaining valued staff members that have different views and cultural perspectives?
  • And, how can a firm foster a culture where there is an expectation of excellence and each member feels valued?
• Facilitated large group dialogue, include a report-out from each small group and a follow-up discussion.

This seminar does not meet the criteria for HSW credits.

This program is available to AIA Components for an honorarium of $150.00, plus travel expenses from Seattle, Washington.