The discourses of diversity: Examining the links between diversity, structure and culture

Research and theory construction related to organizational diversity are still in their embryonic stages and have been limited in two particular ways. First, there has been an insufficient focus on the variety of meanings embedded in the concept of diversity at the individual, group, and organizational levels. Second, there has been little attention paid to conceptualizing the theoretical links between discursive change and altering bureaucratic structures and cultures. This study attempts to analyze layers of meaning that are embedded in the concept of diversity in a corporate setting. It examines the discourses about diversity that emerged over a period of time during which a corporation was intentionally trying to change its cultural norms and become more sensitive to valuing differences . By tracking the discourses used by individuals and groups within the corporation, as well as the organization itself, this research will demonstrate the powerful dialectical links that exist between organizational language, culture, and structure. In other words, it will show how changes in diversity discourse both reflect and contribute to changes in corporate culture and structure, which further impact the evolution of new forms of discourse. In the case study presented here the notion of organizational diversity that was initially introduced into the organization by the CEO was embedded within a bureaucratic discourse in which the dominant themes of meritocracy, individualism and conformity were preserved. However, when previously marginalized groups--white women and people of color--were given opportunities to talk about their experiences within the organization, and outside consultants were invited to introduce new language and analytic frameworks for conceptualizing diversity, the meaning of diversity began to be renegotiated and reconstituted. In addition, when identity group boundaries were strengthened and multiple constituencies given voice, the potential for optimizing organizational diversity was increased. The category of discourse is proposed as a diagnostic tool for assessing the initial set of power relations within the organization, and also for measuring changes in those relations as the diversity initiative proceeds. By employing qualitative methods to identify a range of discourses, it becomes possible to see how the meanings and practices implied in these discourses can function to either hinder or aid the movement toward a more diverse organizational culture