University Business - June 2007 - (Page 21)

VIEWPOINT Toward a Diversity-Competent Institution An Ohio administrator and professor offers a 14-point framework for institutional change. By Steve O. Michael L AST YEAR, ANNE ARUNDEL Community College (Md.) invited me to give a keynote address on the topic of diversity-competent institutions at its annual staff/faculty conference. The topic itself was thought-provoking, because it assumes there can be a diversitycompetent institution with discernible, observable, and palpable characteristics that set the institution apart from the rest. I reviewed the relevant literature on organizational change, diversity, and management—and ruminated over the task of describing a diversity-competent institution. I came to this conclusion: There are indeed attributes that distinguish genuine diversity commitment from diversity façade in a higher education environment. Institutions with a strong commitment to diversity have certain things in common. The list of 14 characteristics below may not be exhaustive, but efforts to manifest these characteristics and achieve their goals should ensure a more effective path toward diversity progress. 1. Mission Statement Diversity-competent institutions reflect their commitment to diversity in their mission statements. The mission statement defines an institution’s purpose or reason for existence. The vision and values described in the mission statement provide legitimacy for institutional activities. The process of developing a mission statement itself invites cross-campus dialogues that provide important education to members of the community. Diversity-competent institutions provide legitimacy for diversity initiatives in their mission statements. Some institutions shy away from defining diversity because of the controversial nature of a diversity agenda. 2. Diversity Definition Often institutions invest resources in diversity activities without actually defining what they mean by diversity. Some shy away from defining diversity because of the controversial nature of a diversity agenda. Others shy away because of the challenge or the inability to please everyone. However, if we cannot define it, we cannot measure it, and if we cannot measure progress, then anything we do in the name of diversity may or may not be considered appropriate or worthwhile. A definition of diversity in higher education ought to stem from higher education philosophy. It should be based on the role higher education is expected to play in our civilization. Here is a definition based on a good understanding of what the role of higher education ought to be: Diversity refers to the human differences that make variable a group’s conceptualization and experience of reality, that bestow unearned privileges and/or confer underserved disadvantages on members of the group within a geopolitical and cultural environment, and that provide a platform for the development of unique talents that can be leveraged for the advancement of humanity. Diversity-competent institutions embrace comprehensive diversity definitions that enable institutions to continue to strive for excellence. 3. Leadership Commitment Successful organizations have effective leaders who are committed to the vision articulated in the mission statement. Diversity-competent institutions have leaders with a deep commitment to diversity, embracing it as a value and vision that permeates institutional culture and compels institutional investment. Leaders reflect this commitment by advocacy as well as by hiring, mentoring, promoting, and associating with people from diverse backgrounds. 4. Structure A growing number of institutions are centralizing their often fragmented and disjointed diversity-related activities. One result of this is a change in organizational structure to include a senior or chief diversity officer. Chief diversity officers often have institution-wide policy-making roles; they generally report to the president and have an agenda that transcends compliance. A diversity-competent institution Steve O. Michael is vice provost and professor of higher education at Kent State University (Ohio). universitybusiness.com June 2007 | 21 http://universitybusiness.com

Table of Contents for the Digital Edition of University Business - June 2007

Contents
College Index
Company Index
Advisory Board
Editor's Note
Virginia Tech Coverage
Sense of Place
Viewpoint
Admissions
On The Hill
Future Shock
Independent Outlook
Internet Technology
I Wanna Be Rich
Smart and Sustainable
Walking the Talk
Steering Toward Sustainability
An Organizing Principle for Colleges and Universities
News Shorts
News Shorts
It’s Not Easy Eating Green
Facilities Focus
The New Face of ERP
Document Management Across Campus
What's New
Direct Connect
Calendar of Events
End Note
Annual Directory of Higher Education Consultants

University Business - June 2007