Kizzy Parks Ph.D.

How effectively can you lead a team to educate others, if the barriers impeding your successful
mission completion are never recognized? The United States has always provided support to its
friends and allies throughout the world. Prior to the 1980’s, Anastasio Somoza maintained
control of Nicaragua through the use of the National Guard (or Guardia Nacional). This
dictator was considered an ally to the United States due to his anti-communism stance and
assistance in various… Show more

How effectively can you lead a team to educate others, if the barriers impeding your successful
mission completion are never recognized? The United States has always provided support to its
friends and allies throughout the world. Prior to the 1980’s, Anastasio Somoza maintained
control of Nicaragua through the use of the National Guard (or Guardia Nacional). This
dictator was considered an ally to the United States due to his anti-communism stance and
assistance in various political activities, including the Bay of Pigs invasion of Cuba. After the
fall of his regime in 1979, led by the communist Sandinista National Liberation Front, the
remaining National Guard members fled into nearby countries such as Honduras and became
known as the Contras (or counter-revolutions). In the mid 1980's, the United States and the
Central Intelligence Agency (CIA) began efforts to counter the spread of communism in Latin
America. The United States military sent Mobile Training Teams to Central America to train our
allies in the region to defend against communist influence. Show less

In this chapter, we recognize that diversity and inclusion (D&I) have become
synonymous with human resources practices in commercial and military organizations.
The same can be said of cross-cultural competence (3C) and of the integration of 3C
initiatives and practices in emerging organizations, especially those that have expanded
globally. However, most enterprises use the D&I and 3C models without observing those
models’ overlap (Butts, Parks, Trejo &McDonald, 2012). D&I… Show more

In this chapter, we recognize that diversity and inclusion (D&I) have become
synonymous with human resources practices in commercial and military organizations.
The same can be said of cross-cultural competence (3C) and of the integration of 3C
initiatives and practices in emerging organizations, especially those that have expanded
globally. However, most enterprises use the D&I and 3C models without observing those
models’ overlap (Butts, Parks, Trejo &McDonald, 2012). D&I directs employers to
create a culture of respect, trust, and support for the workforce in order to increase
organizational success. Cross-cultural competence refers to general cultural knowledge,
skills, and abilities to operate in diverse environments. There are more advantages to be
gained, however, by simplifying the list of human resource goals and allowing the
commonalities of both initiatives to improve the work environment (Daniel, 2012). Show less

Since the increased attention toward diversity in the workplace, the concepts of "diversity initiatives" and "diversity management" have become a common place in many conversations among academics and practitioners alike. The diversity movement in the workplace originated from the increased avocation for equal treatment of minority groups due to the dynamic composition of the modern workforce. Many organizations were forced to face these changes and the dilemma of how to respond to group… Show more

Since the increased attention toward diversity in the workplace, the concepts of "diversity initiatives" and "diversity management" have become a common place in many conversations among academics and practitioners alike. The diversity movement in the workplace originated from the increased avocation for equal treatment of minority groups due to the dynamic composition of the modern workforce. Many organizations were forced to face these changes and the dilemma of how to respond to group differences to maintain and/or increase organization effectiveness and productivity. This volume will present new research on the colorblindness versus multiculturalism debate, assist in broadening the diversity ideology conversation, share this conversation across social science domains including industrial/organizational psychology, social psychology, and law and public policy, and highlight how the nature of diversity ideology may be fluid and therefore be different depending on the diversity dimension discussed. Show less

A recent racial incident at a prominent private university located in the western portion of the United States, caused outrage and protest by students and faculty alike. This outrage prompted administration to seek consultation services to: 1) determine what caused the incident, 2) understand what faculty, staff, and students are thinking, feeling, and observing about diversity and inclusion, and 3) generate recommendations to improve the climate for faculty, staff, and students. In this… Show more

A recent racial incident at a prominent private university located in the western portion of the United States, caused outrage and protest by students and faculty alike. This outrage prompted administration to seek consultation services to: 1) determine what caused the incident, 2) understand what faculty, staff, and students are thinking, feeling, and observing about diversity and inclusion, and 3) generate recommendations to improve the climate for faculty, staff, and students. In this chapter we will present the information in the form of a case study, based on the Diversity and Inclusion journey of this university. We will discuss the event leading up to the intervetnion, the intervention (survey findings of the university's faculty, staff, and students on their perceptions and behaviors of diversity and inclusion as well as areas of strength and areas for improvement), and recommendations. This chapter will also explore the outcomes of the focus groups conducted, interactions with administration, and connection between exclusion, toxic environment, and communication. The chapter will conclude with suggestions for other organizations. Show less

Diversity and inclusion, or D&I, has become an integral part of the HR field. The same can be said for cross-cultural competence, or 3C, especially in organizations that are growing or expanding globally. The two share many things in common. However, both commercial and military organizations typically have used D&I and 3C strategies separately, without taking advantage of the commonalities in each.

Given the political, legal, organizational, and workforce implications associated with diversity and inclusion (D & I) practice, we agree with Hays-Thomas and Bendick (2013) that professional standards are necessary. However, we believe setting professional standards should be delayed until the D & I research literature ‘‘catches up’’ with the still evolving global, holistic, and multidimensional approach now being viewed as the most mature conceptual model for D & I in organizations (e.g.… Show more

Given the political, legal, organizational, and workforce implications associated with diversity and inclusion (D & I) practice, we agree with Hays-Thomas and Bendick (2013) that professional standards are necessary. However, we believe setting professional standards should be delayed until the D & I research literature ‘‘catches up’’ with the still evolving global, holistic, and multidimensional approach now being viewed as the most mature conceptual model for D & I in organizations (e.g., Citkin & Spielman, 2012; Tapia, 2013). Before we can establish uniform standards for implementing D & I initiatives or definitively identify the competencies required of D & I practitioners, the many separate strands of research, including those dealing with group and individual identity, bias and discrimination,
acculturation and assimilation, global cross-cultural models, and linkages between D & I initiatives and organizational outcomes, need to be revisited and empirically evaluated in the new, expanded context of D & I that encompasses the workforce, workplace, and worldwide marketplace. Show less

Based on our own experience working with organizations on issues of diversity, inclusion, and cross-cultural competence in organizations, we agree with Ferdman
and Sagiv (2012) that the fields of diversity in organizations and cross-cultural work psychology can benefit from closer connections.

This purpose of this study was to evaluate validity evidence derived from a two-factor model for describing managerial orientation. Utilizing the Leading Dimensions Profile (LDP), a global psychometric survey of achievement drive and relational drive, researchers analyzed the criterion-related validity of the two factors. Both individual and additive validity evidence was gathered, with each factor considered in linear and nonlinear forms. The study included managers and manager trainees… Show more

This purpose of this study was to evaluate validity evidence derived from a two-factor model for describing managerial orientation. Utilizing the Leading Dimensions Profile (LDP), a global psychometric survey of achievement drive and relational drive, researchers analyzed the criterion-related validity of the two factors. Both individual and additive validity evidence was gathered, with each factor considered in linear and nonlinear forms. The study included managers and manager trainees, along with employer-provided performance ratings and self-reported assessments. The results suggest a stronger correlation to performance may result from a combined two-factor model, compared to considering the two factors independently. Show less

This edited book examines the management of diversity and inclusion in the military.

Owing to the rise of asymmetric warfare, a shift in demographics and labor shortfalls, the US Department of Defense (DoD) has prioritized diversity and inclusion in its workforce management philosophy. In pursuing this objective, it must ensure the attractiveness of a military career by providing an inclusive environment for all personnel (active and reserve military, civilian, and contractors) to reach… Show more

This edited book examines the management of diversity and inclusion in the military.

Owing to the rise of asymmetric warfare, a shift in demographics and labor shortfalls, the US Department of Defense (DoD) has prioritized diversity and inclusion in its workforce management philosophy. In pursuing this objective, it must ensure the attractiveness of a military career by providing an inclusive environment for all personnel (active and reserve military, civilian, and contractors) to reach their potential and maximize their contributions to the organization. Research and practice alike provide substantial evidence of the benefits associated with diversity and inclusion in the workplace. Diversity and inclusion programs are more strategic in focus than equal opportunity programs and strive to capitalize on the strengths of the workforce, while minimizing the weaknesses that inhibit optimal organizational performance. This new book provides vital clarification on these distinct concepts, in addition to offering concrete best practices for the successful management of diversity and inclusion in the workplace. Written by scholars and practitioners, each chapter addresses major areas, raises crucial issues, and comments on future trends concerning diversity and inclusion in the workplace.

The book will be of great interest to students of military studies, war and conflict studies, business management/HRM, psychology and politics in general, as well as to military professionals and leaders.
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