Reflexivity in managing diversity: A pracademic perspective

Purpose: – The purpose of this paper is to propose reflexivity as a means to managing diversity practice in organizations. Reflexivity enables taken for granted assumptions about identities, roles, perspectives, language, meanings and understandings between managers and employees to be explored and redefined in ways that matter to the people in the workplace. It provides insights and examples from a practitioner perspective while engaged in designing and implementing a managing diversity initiative. In addition, it positions the development of relationships between managers and employees as a key ingredient in managing diversity. Design/methodology/approach: – This paper is based on a post hoc qualitative reflexive study of a managing diversity project undertaken by the author as a diversity practitioner. Findings: – The study suggested that reflexivity can allow both managers and employees to critically examine the conventional ways in which diversity and differences are understood, as this awareness can enable more relational approaches to diversity to be developed. Research limitations/implications: – Because of the chosen qualitative research approach, the specific findings cannot be generalized; rather, an example of the potential of reflexivity as practice in organizations is proffered and insights are offered to enable further academic enquiry and practical considerations. Practical implications: – Reflexivity stimulates both independent and shared action-learning sense-making processes which support equal participation. This challenges and expands the diversity agendas prevalent in the applied field of managing diversity. For example, by positioning organizational diversity as an inter-subjective and contextual process, meaningful dialogue between employees and managers becomes possible. Moreover, as reflexivity allows for a range of narrative accounts to emerge from such embedded activities, this approach can serve as a model for similar dialogical processes to occur within the wider organization. In addition, this paper provides insight into how reflexivity as practice for both practitioners and researchers can offer a means for more collaborative relationships to develop at the practitioner/researcher nexus. Originality/value: – The paper endeavors to make a contribution to both the academic and the practitioner managing diversity fields by demonstrating that reflexive practice can add significant value to managing diversity processes in organizations and research.Griffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex