Summary. Leaders may mean well when they tout the economic payoffs of hiring more women and people of color, but there is no research support for the notion that diversifying the workforce automatically improves a company’s performance.
This article critiques the popular rhetoric about diversity and revisits an argument the authors made 25 years ago: To fully benefit from increased racial and gender diversity, organizations must adopt a learning orientation and be willing to change the corporate culture and power structure.
Four actions are key for leaders: building trust and creating a workplace where people feel free to express themselves; actively combating bias and systems of oppression; embracing a variety of styles and voices inside the organization; and using employees’ identity-related knowledge and experiences to learn how best to accomplish the firm’s core work.
An unprecedented, essential field guide to more than a century of fascinating product and industrial design From legendary classics to anonymous objects that are indispensable in homes and offices, this one-of-a-kind collection of original patent documents celebrates the creative genius of designers, inventors, creators, innovators, and dreamers the world over. The range is phenomenal: patents […]
I recently peer-reviewed an academic paper that explored how well architects and other designers understand and value ‘research’. The author also looked at the degree to which architects engage in or initiate research studies, and then apply original findings to their projects. Reading this paper led me to reflect on how architects define research, and the place of it within the myriad of other information sources that influence architectural work. It also led me back to some research that I conducted earlier in my academic career in conjunction with the then Royal Australian Institute of Architects that investigated the sources of information that architects preferred to use to support their practice.