A Call to Action Part 2
Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset
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- Description
- Contents
- About
A Call to Action Part 2: Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset turns the spotlight from systems and policy levers to the human, cultural, and relational forces that determine whether DEI efforts thrive, stall, or collapse. In an era marked by backlash, polarization, and rapid organizational change, this volume brings together leading scholars to examine how leaders, teams, and institutions can cultivate the mindsets and practices needed to sustain meaningful progress.
Across its chapters, contributors explore the psychological, interpersonal, and cultural dynamics that shape DEI work on the ground. Authors offer evidence based insights on allyship, identity based safety, stereotype awareness, inclusive leadership, and the role of dialogue in bridging divides. They also confront emerging issues—from generational stereotypes to the implications of generative AI—while highlighting the strengths, creativity, and resilience that diversity brings to organizations.
This book speaks directly to researchers, educators, and organizational leaders seeking to navigate resistance with clarity and courage. It argues that transforming DEI requires more than policy; it demands intentional norms, reflective leadership, and a mindset oriented toward accountability, authenticity, and collective responsibility.
Together with A Call to Action Part 1: Advancing Diversity, Equity, and Inclusion through Systems, Institutions, and Policy Levers, the two volumes offer a comprehensive roadmap for scholars and practitioners committed to defending, reimagining, and advancing DEI in an era of profound challenge and possibility. In a moment of heightened scrutiny and challenge, A Call to Action Part 2 provides the insight and resolve needed to lead with purpose and create workplaces where all people can thrive.
Chapter 1. The Dire Need for Structurally Competent Organizational Leadership; Alison V. Hall (Birch), Shona G. Smith, and Maria L. White
- Chapter 2. The Need for DEI education in Business Schools: A Call to Action; Donna Maria Blancero and C. Douglas Johnson
- Chapter 3. From Backlash to Breakthrough: Fostering Change through Dialogue Across Perspectives; Camellia Bryan and Brent J. Lyons
- Chapter 4. How Feedback Shapes White Leaders’ Efforts Toward Diversity, Equity, and Inclusion; Joselle Carrillo
- Chapter 5. Out of Sight, in the Crossfire: Evolving Challenges for Managing Stigmatized Invisible Identities in Uncertain and Polarized Times; Judith A. Clair and Angela H. Ianniello
- Chapter 6. Focus on Creating Useful Outcomes, Not Changing Hearts and Minds; Chris Crandall
- Chapter 7. The Courage to LEAP: Channeling Anxiety into Proactive Action for DEI; Stephanie J. Creary
- Chapter 8. Defending Transgender and Nonbinary Employees from Gender Ideology Extremism; Mateo Cruz, Hayden DuBois, Katina Sawyer, and Christian Thoroughgood
- Chapter 9. Open Hiring®: Inclusive and Motivational Hiring for Sustainable Employability; Eva Derous
- Chapter 10. Don’t Call me Outside of my Name: The Need for Unified Definitions; Lindsay Y. Dhanani and David F. Arena Jr
- Chapter 11. Conversations that Matter: The Case for Open Dialogue About Race in Organizations; Salena Diaz, Alexis M. Cameron, Shannon Li, and Kiara L. Sanchez
- Chapter 12. Manufacturing DEI Outrage: The Psychology of Blame; Eric Dixon, Alisha Hou, and Mikki Hebl
- Chapter 13. DEI Impact: A Radically Simplified Approach for Organizations; Tessa L. Dover, Claudia Toma, and Franciska Krings
- Chapter 14. How to Evolve with the Changing Workforce without being Duped by Generational Stereotypes; Lisa M. Finkelstein
- Chapter 15. Now You See Me, Now You Don’t: The Potential Consequences of Organizations’ Abrupt About-face on Organizational DEI Initiatives; Abigail M. Folberg and Charlotte E. Moser
- Chapter 16. “Maybe Baby?” (Potential) Motherhood Penalties and What to do About it; Jamie L. Gloor
- Chapter 17. The Importance of Effective (Men) Allyship for Women Leaders; M. Sandy Herschovis and Gina Grandy
- Chapter 18. Leading in the Moment of DEI Resistance; Oscar Holmes IV
- Chapter 19. Leading Diverse Teams: Look (and Deliberate) Before You Leap; Astrid Homan, Seval Gündemir, Claudia Buengeler, and Gerben A. van Kleef
- Chapter 20. On the Thunder and the Crops: A Note for Researchers Studying DEI to Make an “Inhabited” Turn; Jelani Ince
- Chapter 21. Charged to Help: The (Sub)Context of Thwarted Diversity, Equity, and Inclusion Efforts; Lars Johnson and Aylime Bueno
- Chapter 22. Preempt Gender Bias in Leadership by Unpacking Stakeholder Variability; Aparna Joshi
- Chapter 23. Asian Americans are a Racial Group, not Just Ethnic Groups; Sora Jun and L. Taylor Philips
- Chapter 24. Black Joy: A Call for Prioritizing Ideal Outcomes Among Historically Stigmatized Populations; Danielle D. King
- Chapter 25. Psychological Wellbeing for Diversity, Equity, and Inclusion; Zoe Kinias
- Chapter 26. The Hidden Costs of DEI Work: Understanding Identity Taxation in Contemporary Organizations; Christy Koval (Zhou)
- Chapter 27. Mega-Threats, Identity-Based Psychological Safety, and Solutions for Inclusive Workplaces; Angelica Leigh and Shimul Melwani
- Chapter 28. The Missing Piece in DEI Research: Unlocking the Potential of Underrepresented Individuals in the Workplace; Hwayeon Myeong
- Chapter 29. Follow the Tasks: Examining Diversity Workers’ Job Content Can Help Us Understand Diversity Initiatives; Sandra Portocarrero and Lisa E. Cohen
- Chapter 30. Dressing Windows Versus Generating Change: Rethinking Organizational DEI Efforts Through a Lens of Misalignments; Floor Rink, Seval Gündemir, Astrid C. Homan, Ashley E. Martin, Ashli B. Carter, Teri A. Kirby, and John F. Dovidio
- Chapter 31. Filling the Policy Void: A Call for Organizational Leaders to Proactively Support the Journeys of Working Mothers; Kristie M. Rogers, Nitya Chawla, and Allison S. Gabriel
- Chapter 32. Becoming Intentional and Aware of Stereotypes (BIAS) and Using Grace; Jeanine L. M. Skorinko and Susan C. Roberts
- Chapter 33. Leading with Cultural Responsiveness: Incorporating CRA Principles to Achieve Organizational Goals in a Changing Landscape; Katrisha M. Smith, Patrick Rolwes, Emily Gallegos, and Michelle P. Martín-Raugh
- Chapter 34. Doubling Down: Three Transformative Strategies for Leaders Committed to Diversity, Equity, & Inclusion; Aisha Taylor
- Chapter 35. Reaffirming Support to DEI Through Workplace Conversations; Florence Villeseche and Elina Meliou
- Chapter 36. Disability is Diversity: A Call to Include People with Disabilities in Diversity, Equity, and Inclusion Initiatives; Katie Wang and Kathleen R. Bogart
- Chapter 37. Reducing Backlash Through Emphasizing Authenticity, Competence, and Connection; Jennifer L. Wessel
- Chapter 38. Consequences of Racial (Il)literacy: The Importance of Discussing Race and Racism in School; Amber Williams
- Chapter 39. GenAI & DEI: One Double-Edged Sword Upon Another; Nan Hung Yuan, Jacob Belliveau, Jonah Kimmel, and Ho Kwan Cheung
Eden King is the Lynette S. Autrey Professor of Industrial-Organizational Psychology at Rice University.
Quinetta Roberson is the John A. Hannah Distinguished Professor of Management and Psychology at Michigan State University.
Mikki Hebl is the Martha and Henry Malcolm Lovett Professor of Psychology and Professor of Management at Rice University.