In any group of human beings there is always one
common thread葉hey are all people. But on closer inspection the
really intriguing aspect is that each person in that group is a
unique individual endowed with self-awareness, imagiｭnation,
creativity, conscience and independent will葉he freedom to think,
conceptualize, choose and act. And s/he is likewise duly responsible
for those choices and actions.
The result is a potentially powerful diversity. That is what makes
the leadership and management of people so chalｭlenging, and so
You cannot escape the reality of diversity when it comes to people.
After all, people come in all different sizes and shapes, and more
importantly, with a wide range of mindsets. But both individually
and in groups, differences are unforｭtunately not always valued. In
point of fact, diversity can be, and often is, the keystone for
destructive conflict, the arch-enemy of teamwork. On the other hand,
when differｭences are both respected and valued, there is nothing
more powerful for innovative thinking and effective team action.
Based on real-world case experience, this paper addresses in a very
practical way both the preconditions and illustraｭtive
techniques葉he how to of managing diversity in the people side of
organizations for effective teamwork.
Making a win/win of diversity is not just important擁t is an
organizational imperative! Accordingly, an easy-to-follow framework
for managing the growing diversity all organizations is presented.
Practical use of tools such as the Myers-Briggs Type Indicator (MBTI)
and the Keirsey Temperament Sorter together with the
Listening-Adjustｭment Approach will be thoughtfully explained.
Any management can just anoint teams! Effective interdeｭpendence
means getting folks to work together to produce outstanding results
that please customers. So the real "name of the game" is to harness
the synergistic power of diversity and resulting constructive
conflict through the adoption and internalization of a set of shared
values to which all can aspire.
Diversity擁gnore it at your peril! The only alternative is to manage
it, making diversity an advantage by underｭstanding and channeling
its potent potential.
Effective teamwork is important, not only in formal project teams,
but also in the day-in/day-out interaction of people. Organizational
life demands it. Organizations are truly effective when that
interaction is genuine, selfless, and supportive. Such an
organizational climate tends to please customers better than the
run-of-the-mill competitor. And in the longer term that effective
teamwork greatly assists the organization to realize its strategic
In all of this, the diversity among human resources is a two-edged
sword. When the potential from diversity is harmoｭnized and
channeled towards strategic goals, such as quick response, on-time
new product creation and development, or process reengineering to
reduce both leadtimes and inventory levels while improving customer
service meaｭsures葉hen diversity becomes truly synergistic and the
organizational effectiveness multiplies. But when diverｭsity leads
to divisiveness, unresolved differences with hidden agendas, and
dig-in-the-heels defensiveness葉hat is when diversity cuts the
organizational lifelines and breeds ineffective, energy-wasting
action, or worse yet inaction.
So diversity can be a major strength, or an alarming weakness. Given
that premise, the management of diverｭsity and the adept leadership
at all levels of the diverse human resources who, after all, really
create the value, is a paramount issue.
To be Continued
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