Designing & Delivering Diversity Training as a Change Intervention

Facilitators
Gene Johnson and Mike Woodhall

Who should attend
The workshop does not assume any significant prior knowledge of change management or diversity theory. The workshop will be particularly helpful for those seeking to implement diversity strategies in a practical way, and addresses issues of resistance and achieving longer term attitudinal change from a theoretical and business perspective. The session will also be of interest to those conducting research in the areas of change management and diversity.

Workshop overview
With the onset of new employment discrimination legislation each year, diversity training is becoming increasingly common. As such, it tends to be quite faddish, focus on the legislation itself, and be quite politically correct. This workshop is an attempt to provide relevant psychological theory for the design of effective diversity training, both in approach to diversity and the development of course activities. It also positions diversity training as one intervention in cultural change, thus presenting a change management model. Finally, the workshop opens a debate over what the purpose of diversity training should be: awareness-raising, behavioural change, or attitudinal change? Taking a practical slant, the workshop takes delegates through the theories by experiencing sample training exercises.

Aims of the workshop

1) Our general philosophy around training and how we treat delegates:
Firstly, we want to gain people’s buy-in to diversity, i.e. we want them to believe in it, so they will commit to a change in eventual mind-set/attitude. So, we rely upon commitment theory: to gain commitment to a value or goal, such as diversity, delegates must work through the stages of identification, understanding, and belief, leading to internalisation and then commitment. This is in contrast to forcing outward compliance, which leads to lack of commitment to diversity. Secondly, we use Transactional Analysis to ensure that we treat delegates like adults who take on responsibility for their own behaviours around diversity.

2) How we get delegates to think about their own diversity and that of others, and to support diversity:
We build exercises to enhance delegates’ awareness of their own diversity (Social Identity Theory) and their perceptions of others and why we discriminate (Modern Racism); to understand the importance of inclusion (Self-Verification Theory); to better appreciate others’ diversity (Inter-group Co-operation); and to understand the impact of discrimination and reduce prejudice (Relative Deprivation on Behalf of Others). We also draw upon Organisational Justice Theories.

3) Change Management Theory:
In positioning diversity training as a change intervention, we present the Managed Change model, which identifies various factors that will either support or capsize diversity initiatives. We also draw upon various change management principles, such as whether change should start from the top.

Pre/post work required
N/A

Date and venue
28 June 2007, 9.30 - 17.00
The British Psychological Society, 30 Tabernacle Street, London, EC2A 4UE

Facilitator details
Dr Gene Johnson is a Chartered Occupational Psychologist and manages a training and recruitment and selection department for the Outsourced Training Company. He has had a varied career as a personnel research psychologist, a university academic, and as a practitioner, working both as a consultant and within the corporate world. He has lived and worked internationally, in the US, New Zealand, Germany, and the UK. He is on the Board of the Refugee Housing Association, working for the integration of refugees into UK society. He is a passionate advocate of diversity within society.

Mike Woodhall is manager of Occupational Psychology at Ford of Europe. He has worked in internal and external consultancy in both the private and public sector. Mike has significant experience of applying the research and theory of diversity in tough operational environments.