A New Strategy on Diversity: Aligning Leadership and Organizational Culture

The Diversity Initiativeone vision and similar perspectives."
Speaking at a National Naval Officers AssociationCompetence
Conference, Chief of Naval Operations Admiral MikeLeadership is more than commanding authority and
Mullen stated "diversity continues to be a leadershipgiving orders, it is people who understand and practice
issue and critical to the Navy's future success."the art of listening and who make building trust a
Everyone is familiar with the traditional challenges ofpriority. In order to assure a productive work
diversity. However, concepts of diversity have evolvedenvironment where sailors take responsibility, Navy
from inclusion and tolerance, to managing diversity, andleaders must posses and effectively demonstrate
recognizing the link between diversity and thecompetence. Competent leaders have the ability to
emerging complexity of organizations such as thebring out the best in others. To enlist in another's cause,
Navy. "A complex environment is one characterizedsailors must believe that the person is competent and
by multiple critical elements that differ significantly."able to guide us in the right direction. "We must see the
Complexities such as joint collaborations, emergingleader as capable and effective."
technology, and globalization contribute to theInspiration
challenges of organizational diversity within the Navy.Inspiration is the psychological feature that arouses
Culture is not created by declaration; it derives fromsomeone to take action toward a desired goal.
expectations focused on winning. We can only have a"Inspiring Leadership speaks to our need to have
culture that encourages performance if we recruit themeaning and purpose in our lives." Stimulation of the
right people, require them to behave in a way that ismind (spiritually and emotionally) to a high level of
consistent with the values the Navy espouses, andfeeling or activity can only be accomplished through
implement processes that will allow the Navy to beinspiration. Commanders can inspire sailors by relying
successful.not on their own understanding but rather on
Differences of any kind make the task more complex.something greater than themselves. As the Apostle
Differences such as proficiency in the use ofPaul declared "... we speak, not in the words which
technology or differences among warfareman's wisdom teacheth, but which the Holy Ghost
communities (i.e. Supply Corps, Aviators, Surface, etc.)teacheth; comparing spiritual things with spiritual."
will contribute to organizational complexity. If the NavyCommanders inspire commitment by looking inward
wishes to remain competitive in this complexfirst, becoming aware of how they feel, and
environment, we must adopt "complex managerialcommunicating a personal vision of the future based
strategies" drawn from multiple strategies.on personal knowledge of the past and realistic
If we accept that the leader's job is to inspire andexperience in the present. Focusing on the themes of
support the collective responsibility to create a betteryour own consciousness should be what really drives
future for the Navy, then what are the tools toleaders. "Leaders who develop their message only on
effectiveness? What characteristics must navalthe basis of what others might want invariably play to
leaders have for this mission? There are key principlesothers and only try to please them." Reactions to
we must consider while striving to improveleaders will be different depending on the focus of the
leader-follower relationships. First, organizational designcommunication. If leaders only perform to others'
affects culture which in turn impacts strategystandards, sailors may be entertained, but if leaders
formation. Second, leaders must have ancommunicate with authentic passion, sailors will
understanding of their organization's culture in order torespond with excitement and grasp a new and real
identify the obstacles to effective leadership. Finally, bypossibility from an authentic experience.
aligning the Navy's organizational design and diversityDynamics of Diversity
strategy with culture leaders can modify theirThe success of the Navy's increased efforts in
behavioral styles for desired outcomes by utilizing toolsdiversity will require a firm understanding of the
that engage sailors. In summary, I will identify obstaclesdynamics of diversity. Many diversity strategies are
to diversity and measures of effectiveness thatsuccessful because they take into account the
commanders can implement to manage diversity.'Dynamics' that contribute to the need for diversity
IMPACT OF ORGANIZATIONAL DESIGN ONmanagement programs. The merging of job ratings,
DIVERSITYproblems with co-workers, and technology can
The task of managing diversity in today's rapidlycontribute to dynamics.
changing environment is becoming progressively moreTechnology, for example, allows the Navy to operate
difficult. Of course increasingly dissimilar kinds of peopleglobally with coalition forces, but the sailors must
are entering the Navy and demanding differentbecome adept in dealing with cultural differences
treatment. But some underlying forces are alsowithout non-verbal cues provided by face-to-face
present and pushing toward needed unity. Some ofcommunications received by liaison officers. The
the reasons that spurn the need for diversityrelevance of diversity management initiatives also
management include: "misunderstanding or distortion ofaffects these dynamics. Different corporate or social
affirmative action requirements," the expectation thatcultures must co-exist - such as one group with the
"only one group needs to change," or an "appearancesame functional expertise of a merged job rating
of 'political correctness' that can put off those withseeks dominance of those who are skilled in other
differing views."fields, resulting in talent mass exodus. The dynamics of
Though the increased existence of cultural differencesdiversity has made it increasingly important for the
within the Navy is a fact, there is also a culture that isNavy not only to "minimize cultural errors but also to
already present. The Navy is a subculture ofunderstand and work with people of various
identifiable traditions and a strong national culture. Thisbackgrounds."
cultural foundation forms a viable base for mutualChampions of Diversity
action, trust and support. It can help commanders buildBecause of the nature of hierarchy and use of power
unity among their sailors. "The reporting relationships,and authority within the Navy, the process of managing
business practices, policies, and even the physicaldiversity must begin at the top. Seeing a direct
structure of any workplace are based on therelationship between diversity and mission readiness,
cumulative experiences of that organization." Theformer Chief of Naval Operations Admiral Vern Clark
culture we know today is a result of the people whoexpanded the traditional Navy's focus of diversity
have made up the Navy over time, the larger culturebeyond race and gender, and folded in a "Sailor's
they have created, and the total context in which wecreativity, culture, ethnicity, religion, skills and talents." As
operate.managing diversity moves to the forefront of the
Leadership for diversity is an integrative activity thatNavy's organizational development, processes must be
proposes one value system, one culture, around whichdeveloped that allow the commitments to become
many people can gather to accomplish useful results.institutionalized within the organizational structure.
"[Diversity management] requires the ability to think andEfforts devoted to education and awareness must be
act in certain ways, and that is what ensures that it isclosely followed by processes that create systematic
doable." The Navy must accept the good values andchange. One recommended model is "champion of
reject those values and behaviors that are undesirable.diversity model". Under this model, the Navy would
Many cultures include values, ideals or behavior thatidentify the elements of the culture and climate that
work against effective, coordinated performance.leads to the development of an educated, committed,
While most would agree in that understanding the roleand systematically supported group of Navy leaders
of culture and other variables is important in a range ofof the diversity change process. Whether it is
arenas.education, training, or simple awareness Navy leaders
However, in practice people often report that theyhave to 'champion' diversity.
experience "great discomfort when confronted withMEASURE WHAT MATTERS
the need to discuss these issues and even greaterDiversity Management is about how we make
discomfort when the discussion leads to andecisions in situations where there are critical
examination of the social inequities that are associateddifferences, similarities, and tensions. Roosevelt
with membership in certain groups." For example,Thomas, author of Building on the Promise of Diversity,
American society typically does not accept culturalidentified three critical questions that will help any
values that regard punctuality as unimportant or thatorganization in the journey towards diversity. First,
condone nepotism; nor does it condone bribery, childwhat is a quality decision? A "quality decision",
labor or a host of other determined values oraccording to Thomas, is one that helps to accomplish
behaviors. These examples of unacceptable valuesthree important goals: mission, vision, and strategy.
are inimical to efficient interpersonal relationships.Second, what constitutes significant differences,
As more people are entering the Navy with differentsimilarities, and tensions? Another way of asking this
cultural backgrounds, the pressure is on the corporatequestion is how do leaders know what mixture if
culture of the Navy to change. "In an effort to recruitdiverse? Are we concerned about race, gender,
and keep top-tier employees of all races and bothethnicity, geographic origin, religion? How do leaders
genders, Fortune 500 companies have begun toknow what level of diversity is right for their
address diversity issues in the workplace." Establishedorganization? We can't tell just by looking at people.
business expectations, rites and rituals will have to beWe must first specify which dimensions we consider
altered for the new but different sailor; and some ofsignificant. And for every significant dimension, the first
the present cultural systems may need to becore question should be how different or similar are
discarded. Navy leaders have a special responsibilitythe members of the mixture? Leaders must know
with regards to diversity. "Not only must you developwhat mixture they currently have and identify which
yourself to handle the many diverse situations thatdimensions are important. The third question Thomas
occur in the workplace, you also are called upon to besuggested is: Where could we use "strategic diversity
a diversity leader-- to help create a climate that valuesmanagement?" Once leaders have identified the
diversity, fairness, and inclusion." As the Navy continuespotential gaps, they can then begin to recruit to fill them.
its transformation into the 21 century, leaders mustThe Chief of Naval Personnel stood up the "Fleet
consider how diversity will affect our strategic planningDiversity Council" which meets semi-annually to discuss
and policies.the diversity strategy for our sailors and civilian
IMPACT OF DIVERSITY ON STRATEGYemployees. It provides a forum for unfiltered dialogue
FORMATIONabout diversity related initiatives and issues and
The most important attribute of any planning team is itswhether or not they are working. The council provides
diversity. This diversity, however, is not about beingfeedback to the Chief of Naval Operations as well as
politically correct or sensitive to a broad representationcommunications to the fleet. Throughout this I've made
of sailors. The impact of diversity on strategyit clear that diversity is a leadership issue. This is largely
formation is not just to avoid age or genderdue to both the wide variety of diversity that there is in
discrimination lawsuits. Successful strategic planningthe Navy, and the impact that diversity can have on so
depends on the team's ability to ask new questions,many aspects of organizational and individual behavior.
perceive new insights, and imagine new solutions. It'sHowever, this does not remove the responsibility from
difficult for a group of individuals who share similarindividual sailors nor the requirement for life long
backgrounds, thinking styles, and experiences to thinklearning.
new thoughts. "Strategy innovation is a creativeWe've Still Got a Lot to Learn
process, with a goal to identify markets, products, andMy experience of diversity training has often been that
business models that may not yet exist."people attend such training with the view that there is
"A lack of genuine diversity may be the biggestlittle that they can learn about diversity. So there is a
obstacle to improved performance within the [Navy]." Ifchallenge to us all to assess what we still have to
wardrooms are full of too many similar people, fromlearn about diversity and to meet that challenge with
similar backgrounds, who have ascended throughopenness and a willingness to learn. "People will only
similar routes then our diversity strategy is bound foreffectively learn about diversity if they are prepared to
failure. "The best ways for any organization to affirmtake risks in their learning." It is not a comfortable
that it has sufficient diversity is to ensure that the topfeeling to learn that we have prejudices we need to
management team is comprised of individuals withdeal with. It is not easy to find that our own view of
varied sets of skills."the world is just one of many, and those other views
ALIGNING STRATEGY & DESIGN WITHare equally valid. We all have a great deal to learn
CULTUREabout diversity. Not just a better understanding of the
The Navy must create a new value system thatreality of diversity in the Navy, but also the issues that
supersedes values that are now inappropriate due tothis raises. If our Navy is to be a reflection of our
increased diversity. Of course all Americans should besociety, then naval leaders must strive to understand
open to new values and alternative ways to behave.the reality of diversity in our society as well.
But we need to match these alternative prospects___________
with what we have now and only change when we1. Chief of Naval Operations (August 12, 2005)on
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Honestyaddressed a packed audience at the Naval Air
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volunteer to accept the leader's values and methods.feedback to the CNO about diversity related initiatives
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