Paradigms for Diversity

Banks (1996) states there are 3 different paradigms:

The discrimination and fairness paradigm (assimilation)--Most people from this paradigm are focues on justice and fairness, equal opportunity for everyone within the organization, and also is focues on laws around equal opportunity. Companies within this paradigm provide mentoring or developmental programs for minorities within their organization (Banks, 1996). Common characteristics in this paradigm is where the company uses a top-down approach with directives which implies structure to control processes. The one draw back I thought was interesting is someone from this paradigm might make the assumption everyone is the same because they think that will help decision making easier.


The access and legitimacy paradigm (differentation)--Organizations want to meke their companies diverse with people because it makes business sense. The company will then be able to reach different peoples and serve customers better which will in turn produce legitmacy to the organization. This paradigm has led to new professional and managerial opportunities for minorities. The main characteristic is increased diversity among consumers, slients, and the labor pool (Banks, 1996). The limitation to this paradigm is the tendency "to emphasize the role of cultural differences in a company without really analyzing those differences to see how they actually affet the work that is done" (p. 276).


The emerging paradigm (intergration)--There is a promotion of equal opportunity as well as acknowledging the value of differences among individuals. So almost a combintation of the above paradigms.

I believe the author writes about these paradigms to argue or convince the reader that everyone's opinion matters. The roles of each individual person are of value to the organization they serve. If organizations are able to listen to those that work for them, and empower the employees to make decisions then trust will be be built. And in return this trust will build the organization to grow but also the individuals of the organization to personally grow. This growth will probably look like individuals valuing one another and the organization.

These same concepts have arisen in the level 5 leader as well as the servant leadership theories (note: probably my two favorites).