Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now

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Greenwood Publishing Group, 1997 - Business & Economics - 135 pages

Billions of dollars have been spent on the wrong solution to the complex, sensitive and emotionally charged issue of discrimination and harassment in the workplace. Companies originally invested in diversity training in order to meet Affirmative Action and Equal Employment Opportunity requirements, to reduce litigation costs, and to buy social peace. The result was often more social conflict--divisiveness, hostility, backlash, and an increase in litigation. This book offers a new, simple and effective solution to organizations that include the need to: establish, publish and enforce a zero-tolerance policy against discrimination and harassment; develop standards which define unacceptable professional workplace behaviors; and provide the relationship skills training necessary for all employees to meet the company's behavioral standards.

Diversity training failed because of its focus on awareness, understanding and appreciating differences rather than teaching basic skills to help employees relate more effectively with each other regardless of their differences. Companies have the right to require professional behavior from their employees. They do not have the right to ask their employees to change ther personal values and belief systems. This book provides a blueprint for a skills-based solution to the elimination of discrimination and harassment. It emphasizes the development of professional relationship skills to help employees work more effectively with their bosses, their peers, their team members, their customers, and all those individuals different from themselves. For all business executives, leaders, managers, supervisors, human resource specialists, trainers, consultants, entrepreneurs, and employees.


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The Workplace Dilemma
Harsh Realities of Discrimination and Harassment in the Workplace
Societys Role in Perpetuating Human Rights Malpractice
The Diversity Training Movement and Its Failure
The Solution to the Workplace Dilemma
Workplace Relationship Skills Development
Workplace Relationship Skills ToolKit
Benefits to Organizations
The Window to the Future
Resources for Increasing Workplace Relationship Skills Including the Workplace Relationship Skills ToolKit
Selected Bibliography

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Page vi - It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones.

About the author (1997)

HELLEN HEMPHILL is President of Transitions Strategies, a transition management organization located in Bellevue, Washington. She is a transition management specialist, a psychologist, an author, an artist, and an educator. She is the former Dean of Women at Central Washington University.

RAY HAINES is Chief Executive Officer of Transitions Strategies and President of Haines Management Consulting and Training, Inc., both located in Bellevue, Washington. He has over thirty years of experience in business, project management, consulting, training, and education.

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