Navigating the paradoxes of organizational diversity management: Expert strategies from workplaces in Israel

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concerns itself with understanding the paradoxes faced by diversity managers when attempting to successfully implement organizational diversity-enhancing initiatives. Three major paradoxes that confront diversity managers were identified: the need for change vs. the desire to maintain the status-quo, bureaucratic control vs. flexible procedures, and long-term business gains vs. short term losses. Diversity managers have the choice to adopt an either/or strategy or a manifold strategy to deal with these paradoxes. It was found that both strategies were initially used interchangeably, but as a diversity manager’s experience grew they employed the manifold strategy to effectively manage workplace tensions.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Navigating the paradoxes of organizational diversity management: Expert strategies from workplaces in Israel", Human Resource Management International Digest, Vol. 28 No. 7, pp. 49-51. https://doi.org/10.1108/HRMID-07-2020-0172