Beyond Inclusion: Worklife Interconnectedness, Energy, and by J. Goosby Smith, Josie Bell Lindsay

By J. Goosby Smith, Josie Bell Lindsay

Past Inclusion adopts a holistic and platforms view of the association, offers a behavioral version of organizational inclusion dependent upon learn with millions of staff, and discusses parts of organizational layout that must be adjusted to create, nurture, and maintain an inclusive tradition.

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Extra resources for Beyond Inclusion: Worklife Interconnectedness, Energy, and Resilience in Organizations

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In order for individual effectiveness to scale up to the team or group level, employees must be equipped to function effectively in diverse and high-performing teams. Just because teams are more diverse, they don’t outperform other groups. The skill necessary to manage diverse interests, handle different culturally learned interpersonal behaviors, manage and resolve conflict, and understand and manage both group content and process in a team are critical to developing a sense of team effectiveness—assuming individual competence.

Stakeholders at Big School also envisioned the school upholding its responsibility to a larger purpose. Says one undergraduate student: I would expect the university, as a leader of . . state higher education, to fight for the future of all students of [our state]; helping to introduce legislation that funnels support to inner-city schools, provide scholarships which make paying for college realistic, and providing a bridge between the university and high schools to promote higher education. the key to diversity and “inclusion” is that NO ONE is left out of the program.

Our findings collectively form the intellectual foundation for the model of inclusion explicated in the remainder of the book. CHAPTER 3 THE RESEARCH W hen do organizational stakeholders feel most energized and engaged at work? We believe this occurs when the values of Ubuntu are realized—when stakeholders feel a high sense of inclusion, of being a valued and welcomed part of the whole. When organizational policies, behaviors, attitudes, and structures that exist make employees and leaders feel welcome, indispensible, interdependent, and mutually beholden to their organizations, a sense of Ubuntu permeates the organization.

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