Cover -- Praise for Diversity at Work: The Practice of Inclusion -- The Professional Practice Series -- Series page -- The Professional Practice Series -- Title page -- Copyright page -- Contents -- List of Tables, Figures, and Exhibits -- Tables -- Figures -- Exhibits -- Foreword -- Preface and Acknowledgments -- Audience -- Overview of the Book -- Acknowledgments -- References -- The Editors -- The Authors -- Part One: Frameworks for Understanding Inclusion -- CHAPTER ONE: The Practice of Inclusion in Diverse Organizations: Toward a Systemic and Inclusive Framework -- Inclusion as the Key to Diversity's Benefits -- Diversity at Work -- Inclusion as Essential to Support and Work with Diversity -- What Is Inclusion? A Multilevel Perspective -- Toward a Systemic Inclusion Framework -- Inclusion at Multiple Levels -- Conceptualizing Inclusion . . . Inclusively -- Contributions from Inclusive Education and Social Inclusion -- Elements of Inclusion at Work -- Co-Constructing Inclusion -- Elements of the Experience of Inclusion -- Elements of Inclusive Behavior -- Elements of Inclusion at the Organizational Level -- Facing the Challenges and Paradoxes of the Practice of Inclusion -- Acknowledgments -- References -- CHAPTER TWO: Communicating About Diversity and Inclusion -- The Work -- Research and Practice-Based Models -- Structure of This Chapter -- Why Fact-Based Communication Is Not Enough -- Communication Based on Individual Development -- Identity Models -- Head, Heart, and Hand -- Unconscious Competence -- Intercultural Sensitivity -- Other Approaches for Reducing Individual Bias and Prejudice -- Communication to Fit Organizational Stages of Development: A Generic Organization Development Diversity and Inclusion Model -- Early Stages -- Middle Stages -- Advanced Stages -- Communication Addressing Facts, Feelings, and Behaviors.

Fact-Based Communication Examples -- Feelings- and Values-Oriented Communication Examples -- Behavioral "Hand"-Oriented Communication Examples -- Conclusion -- References -- Part Two: Individual and Interpersonal Perspectives and Practices -- CHAPTER THREE: Creating Inclusion for Oneself: Knowing, Accepting, and Expressing One's Whole Self at Work -- Embracing Our Multiple Identities: The Foundation of Inclusion -- Views of the "Self" -- The Self Incorporates Our Multiple Identities -- Divided Versus Integrated Selves -- Bringing One's Whole Self to Work: What Do We Mean and Why Does It Matter? -- We Each Make Choices About How Much to Know and Be -- More Wholeness and Authenticity Are Better -- Authenticity Is Challenging and Requires Presence and Attention -- Work and Social Contexts Matter -- Toward Integration: Dilemmas and Challenges -- The Responsibility to Define and Express Ourselves -- Being Our Imperfect Selves: Embracing Diversity, Inconsistency, and Humility -- References -- CHAPTER FOUR: Strengthening Interpersonal Awareness and Fostering Relational Eloquence -- Communicating in Global Context -- The Communication Perspective -- The Complexity of Meaning-Making in the Context of Differences -- Capacity for Complexity -- Knowing Ourselves and Each Other Through Storytelling -- Shifting to Relational Eloquence -- Frameworks and Models That Support Interpersonal Practices for Inclusion -- Empathy -- Emotional and Social Intelligence -- Mindfulness in the Face of Microaggressions -- Models to Support Critical Reflection -- Summary -- References -- CHAPTER FIVE: Intercultural Competence: Vital Perspectives for Diversity and Inclusion -- Definitions -- Intercultural Competence -- Cognitive Competencies -- Affective Competencies -- Behavioral Competencies -- Challenges and Opportunities in Integrating Intercultural and Inclusion.

Training and Development of Intercultural Competence -- The Developmental Model of Intercultural Sensitivity -- The Challenge and Support Model -- References -- CHAPTER SIX: The Work of Inclusive Leadership: Fostering Authentic Relationships, Modeling Courage and Humility -- The Role of Leaders in Fostering Inclusive Cultures -- Manifestations of Inclusive Leadership at Multiple Levels of System -- Individual Level of System -- Relational Level of System -- Organizational Level of System -- Practices That Support Inclusive Leadership -- Behavioral Manifestations of Inclusive Leadership -- Conclusion -- References -- Part Three: Organizational and Societal Perspectives and Practices -- CHAPTER SEVEN: From Diversity to Inclusion: An Inclusion Equation -- Distinguishing Inclusion from Diversity -- Inclusion Is Harder to Achieve Than Diversity -- Developing Sustainable, Inclusive Organizational Cultures: The Inclusion Equation -- Inclusion Equation Macro Element #1: Values-Driven Culture -- Inclusion Equation Macro Element #2: Inclusive Systems and Programs -- Inclusion Equation Micro Element #1: Cultural Competence -- Inclusion Equation Micro Element #2: Emotional Intelligence (EQ) -- Summary -- References -- CHAPTER EIGHT: Inclusive Human Resource Management: Best Practices and the Changing Role of Human Resources -- From Diversity to Inclusion -- Structure and Culture -- Establishing Responsibility for Diversity and Inclusion -- Creating a Supportive Organizational Culture -- Best Practices -- Developing the Pipeline -- Confronting Subtle Discrimination -- Leveraging Diversity to Increase Business Performance -- Developing Accountability Systems -- Training, Training, Training -- Using Peer-to-Peer Influence -- Persistent Problems, Potential Solutions -- Balancing Diversity and Inclusion -- Giving Honest Feedback to People Different from Oneself.

Occupational Group Segregation -- Current Economic Climate and Downsizing -- Future Directions in Inclusive HR Practices -- Maintaining Focus on Diversity and Inclusion -- Expanding the Global Focus -- Changing Focus Changes HR -- References -- CHAPTER NINE: Inclusive Organization Development: An Integration of Two Disciplines -- Introduction -- The Inclusive OD Paradox -- Integrating Diversity and Inclusion into Key Organization Development Processes -- D&I and Organizational or Employee Surveys -- D&I and 360-Degree Feedback -- D&I and Performance Management -- Talent Management -- The Challenges of Doing Inclusive Organization Development -- The Importance of Senior Leadership Support -- The Importance of Training in D&I Efforts -- The Next Big Thing in D&I -- Conclusion -- References -- CHAPTER TEN: The Development of Inclusive Leadership Practice and Processes -- Inclusion, Inclusive Workplaces, and Inclusive Leadership -- Inclusive Leadership and Leadership Development -- Leader Development and Leadership Development -- The Relationship Between Leadership and Leadership Development -- The Relationship Between New Trends in Leadership Thinking and Inclusive Leadership -- Inclusive Relational-Based Leadership -- Leadership Development: Institutionalizing Inclusive Leadership Practices and Processes -- How to Fully Take Account of Inclusion in Leadership Development Systems -- A Process Model for Inclusive Leadership Development -- Assessment for Inclusive Leadership Development -- Challenge for Inclusive Leadership Development -- Support for Inclusive Leadership Development -- Conclusion -- References -- CHAPTER ELEVEN: Creating Inclusive Climates in Diverse Organizations -- Climate for Inclusion Defined -- Espoused Versus Experienced Climate for Inclusion -- Outcomes Associated with Climate for Inclusion.

Organizational Change Efforts to Become More Inclusive -- Illustrative Example -- A Step-by-Step Guide to the Change Process -- Conclusion -- References -- CHAPTER TWELVE: Models of Global Diversity Management -- Concluding Remarks and the Purpose of D&I Models -- References -- CHAPTER THIRTEEN: Fostering Inclusion from the Inside Out to Create an Inclusive Workplace: Corporate and Organizational Efforts in the Community and the Global Society -- The Inclusive Workplace: Community and Society as True Stakeholders -- Expanding Inclusion Beyond the Traditional Corporate Walls -- A Proposed Three-Stage Continuum of Practices: From Philanthropy Through CSR to Corporate Inclusion Strategy -- The Inclusive Workplace Model in Practice: Global Examples of Corporate Inclusion Strategy -- Conclusion and Implications for Organizational Practice -- References -- Part Four: Key Application Issues and Domains -- CHAPTER FOURTEEN: Global Benchmarks for Diversity and Inclusion -- How the Global Benchmarks Were Developed -- The Methodology -- Profile of the Seventy-Nine Expert Panelists -- Breadth and Depth of Effective Inclusion Work -- The GDIB Model -- The Five Levels That Indicate Progress -- Samples of Global Diversity and Inclusion Benchmarks -- How to Use GDIB -- A Suggested Comprehensive Implementation Process -- Other Ways to Use GDIB -- Conclusion -- References -- CHAPTER FIFTEEN: The Chief Diversity Officer's View of the Diversity and Inclusion Journey at Weyerhaeuser -- Organizational Background: Context for the Change -- Reasons for the Initiative: The Business Imperative -- What Was Done: The Change Management Process -- Weyerhaeuser's Strategic Framework for Change -- Leadership Effectiveness -- Governance and Accountability -- Talent Management -- Work Climate and Culture -- Outreach -- Integration.

Inclusive Leadership: Twenty-First-Century Strategy.