{"id":1050,"date":"2012-03-05T21:52:08","date_gmt":"2012-03-06T02:52:08","guid":{"rendered":"http:\/\/blogs.darden.virginia.edu\/brunerblog\/?p=1050"},"modified":"2013-09-18T15:35:12","modified_gmt":"2013-09-18T19:35:12","slug":"leveraging-difference-makes-a-competitive-difference","status":"publish","type":"post","link":"https:\/\/blogs.darden.virginia.edu\/brunerblog\/2012\/03\/leveraging-difference-makes-a-competitive-difference\/","title":{"rendered":"Leveraging Difference Makes a Competitive Difference"},"content":{"rendered":"

\u201cCivilizations should be measured by the degree of diversity attained and the degree of unity retained.\u201d — W.H. Auden<\/p>\n

I<\/span>t\u2019s challenging to find institutions today that harness the diversity of its participants really<\/i> well. This should be of paramount interest to CEOs and leaders of all kinds because those who harness it well sooner are likely to gain advantage in their competitive space. Such is the gist of a special Town Hall session for students faculty and staff to be held tomorrow, \u201cThe End of Diversity as We Know It: How to Make Diversity Efforts Really Matter\u201d<\/a>, from 3:30-5:30 in Abbott Auditorium. And it is the focus of a new book by Darden Professor Martin Davidson, The End of Diversity As We Know It: Why Diversity Efforts Fail and How Leveraging Difference Can Succeed.<\/i><\/a> <\/i>I encourage readers to draw on both of these resources.<\/p>\n

I see the relevance of this topic most vividly in two spheres: the management of global businesses and the education of the next generation of global leaders. In respect to both spheres, W.H. Auden got it right: success is a matter of embracing the diversity within institutions and doing so in a way that generates strategic strength and focus on the things that matter.<\/p>\n

On the basis of results, the former Soviet Union would be a leading example of how not<\/i> to leverage diversity. So would Zimbabwe\u2014indeed, the potential list is long. Diversity was thought to be a uniquely American problem of dealing with differences in race and gender: \u201cwe don\u2019t have a diversity issue here\u201d is a statement I have heard in many countries. Yet, a little conversation will often reveal material divisions in virtually all countries. As I write this, I am in Ecuador, a small nation of about 15 million people, which displays classic issues associated with diversity along the lines of race, ethnicity, gender, language, and tribe\u2014this is not to criticize Ecuador, but rather to suggest that leading a constituency that contains material difference is a universal challenge.<\/p>\n

So, what is the leader of a diverse organization to do? Stop thinking of difference as a problem and start thinking of it as an opportunity; find ways to leverage difference as a strength. Martin Davidson\u2019s book contains the following table, which contrasts the old and new ways of thinking exceptionally well. <\/p>\n\n\n\n\n\n\n\n\n
 <\/td>\n\n

Managing Diversity Frame<\/i><\/b><\/p>\n<\/td>\n

\n

Leveraging Difference Frame<\/i><\/b><\/p>\n<\/td>\n<\/tr>\n

\n

Context<\/i><\/p>\n<\/td>\n

\n

\uf0b7 Embedded in U.S. cultural and business context<\/p>\n<\/td>\n

\n

\uf0b7 Applicable to multiple cultural and business contexts<\/p>\n<\/td>\n<\/tr>\n

\n

Leadership<\/i><\/p>\n

Perspective<\/i><\/p>\n<\/td>\n

\n

\uf0b7 Diversity is a problem to be solved<\/p>\n<\/td>\n

\n

\uf0b7 Difference is an opportunity to be seized<\/p>\n<\/td>\n<\/tr>\n

\n

Strategic<\/i><\/p>\n

Focus<\/i><\/p>\n<\/td>\n

\n

\uf0b7 Emphasis on HR management to drive activity related to<\/p>\n

differences<\/p>\n

\uf0b7 Diversity activity linked to short term results<\/p>\n<\/td>\n

\n

\uf0b7 Emphasis on enterprise strategy to drive outcomes related to difference<\/p>\n

\uf0b7 Diversity activity linked to short and long term results<\/p>\n

\uf0b7 Focus on building strategic capability for leveraging difference<\/p>\n<\/td>\n<\/tr>\n

\n

Scope of Difference Engaged<\/i><\/p>\n<\/td>\n

\n

\uf0b7 Narrow set of differences are relevant<\/p>\n<\/td>\n

\n

\uf0b7 Broader scope of differences are relevant<\/p>\n<\/td>\n<\/tr>\n

\n

Impact of<\/i><\/p>\n

Change<\/i><\/p>\n

Process<\/i><\/p>\n<\/td>\n

\n

\uf0b7 Learning for some individuals<\/p>\n

\uf0b7 Increase in representation of targeted differences<\/p>\n

\uf0b7 Higher overall levels of resistance to diversity change<\/p>\n<\/td>\n

\n

\uf0b7 Learning for broader set of individuals<\/p>\n

\uf0b7 Increase in representation of strategically relevant differences<\/p>\n

\uf0b7 Lower levels of overall resistance to difference-based change<\/p>\n

\uf0b7 Positions organization to leverage other differences in the future<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

At Darden, our purpose is to \u201cimprove society by developing principled leaders for the world of practical affairs.\u201d Leveraging difference is a conscious element of our strategy. To my knowledge, we were the first business school to appoint a Chief Diversity Officer (he is Peter Rodriguez; his predecessors were Martin Davidson and Erika James). We organized special Dean\u2019s advisory councils on diversity and on global affairs to assess the curriculum and climate of the school in light of best current practice. We partner with a number of organizations that help us to recruit top diverse talent\u2014indeed, for two years, I chaired the Board of Directors of the Consortium for Graduate Study in Management. We host a range of social events that celebrate the diversity in our community, and learning events, such as tomorrow\u2019s session on \u201cThe End of Diversity.\u201d We formally survey faculty, staff, and students on the climate of inclusion in our community\u2014and based on the survey results, we adjust as warranted. I make no claim that Darden is perfect in respect to diversity and inclusion; but I do claim that by pursuing these and other activities sincerely and vigorously, we strengthen Darden\u2019s ability to fulfill its mission. From all the metrics I follow, I conclude that Darden\u2019s strategy on leveraging diversity is working and that the Darden Enterprise is growing stronger as a result.<\/p>\n

Faculty, staff, students, and the extended Darden Community are supporting our efforts to leverage difference. As a result, we are creating more compelling learning experiences for our students. We are preparing them to prosper and lead in a world that is only growing more <\/i>diverse. And we are responding positively to the needs of the business profession that we serve. This is creating a legacy with long positive impact into the future.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cCivilizations should be measured by the degree of diversity attained and the degree of unity retained.\u201d — W.H. Auden It\u2019s challenging to find institutions today that harness the diversity of its participants really well. This should be of paramount interest to CEOs and leaders of all kinds because those who harness it well sooner are […]<\/p>\n","protected":false},"author":18,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[58186,406,59307],"tags":[],"class_list":["post-1050","post","type-post","status-publish","format-standard","hentry","category-diversity-2","category-globalization","category-innovation-2"],"acf":[],"yoast_head":"\nLeveraging Difference Makes a Competitive Difference - Robert F. Bruner<\/title>\n<meta name=\"description\" content=\"March 5, 2012 - \u201cCivilizations should be measured by the degree of diversity attained and the degree of unity retained.\u201d - W.H. 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