From Diversity to Inclusion to Equity: A Theory of Generative Interactions
From Diversity to Inclusion to Equity: A Theory of Generative Interactions
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DOI：
10.1007/s10551-019-04180-1
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发表时间：
2020-12-01
影响因子：
6.1
通讯作者：
Weisinger, Judith Y.
中科院分区：
文献类型：
--
作者：
Bernstein, Ruth Sessler;Bulger, Morgan;Weisinger, Judith Y.
本文建立在多个研究领域的实证研究结果和概念框架的基础上，提出了一个基于实践的跨多样性生成互动理论。这篇跨学科综述（Montuori in World Futures 69：200-230，2013）借鉴了社会学、社会心理学、组织研究和传播学等学科。生成互动理论认为，为了促进包容，必须通过适应性认知处理和技能发展来克服多种类型的排斥动态（自我隔离，沟通恐惧，刻板印象和污名化），并且必须参与积极的互动，以促进包容性，这是由上下文相关的组织实践创造和维持的。组织实践为生成性互动提供了以下条件：追求一个重要的、共同的组织目标，在很长一段时间内经常混合不同的成员，使不同的群体在促进成功方面具有平等的地位和内部地位，并提供合作的相互依赖性、人际舒适性和自我效能感。这些互动是生成性的，因为它们有助于挑战组织文化的指导假设，重新考虑理所当然的方面，并提出有关组织的基本问题（Gergen in Person Soc Psychol 36：1344-1360，1978）。我们断言，这种互动，适当的结构，可以帮助组织更充分地解决所有利益相关者在道德上创造价值，并最终创造组织中的个人和团体的公平。
This paper develops a practice-based Theory of Generative Interactions across diversity that builds on empirical findings and conceptual frameworks from multiple fields of study. This transdisciplinary review (Montuori in World Futures 69:200-230, 2013) draws on the disciplines of sociology, social psychology, organization studies, and communications. The Theory of Generative Interactions suggests that in order to facilitate inclusion, multiple types of exclusionary dynamics (self-segregation, communication apprehension, and stereotyping and stigmatizing) must be overcome through adaptive cognitive processing and skill development, and engagement in positive interactions must occur in order to facilitate inclusion that is created and sustained by contextually relevant sets of organizational practices. The organizational practices provide the following conditions for generative interactions: pursuing an important, shared organizational purpose, mixing diverse members frequently over protracted periods of time, enabling differing groups to have equal standing and insider status in contributing to success, and providing collaborative interdependence, interpersonal comfort, and self-efficacy. These interactions are generative in that they help to challenge the guiding assumptions of the organizational culture, reconsider taken-for-granted aspects, and raise fundamental questions about organizations (Gergen in Person Soc Psychol 36:1344-1360, 1978). We assert that such interactions, properly structured, can help organizations more fully address all stakeholders in creating value ethically, and ultimately creating equity for individuals and groups in the organization.