V Citation/Source
Miller, Fredrick A., & Katz, J. H., (2002) The Inclusion Breakthrough – Unleashing the Real Power of Diversity Major Thesis The workforce is becoming increasingly diverse, and organizations are doing more to address employee concerns and to maximize the benefit of different kinds of employees. But to benefit from those differences managers need to look past the obvious differences such as how they think, learn, work, solve problems, manage their time, and deal with other people. One of the enduring roles of HR managers is to serve as employee advocate – listening to employees’ concerns and representing their needs to managers – to make certain that the interests of employees and interests of the organization are aligned with one another (Snell and Bohlander, 2013). Authors of The Inclusion Breakthrough, Unleashing the Real Power of Diversity, Frederick Miller and Katz Katz believe that organizations are strengthened by a diversity of perspectives, nationalities, and backgrounds; and that all groups posses the inherent potential of diversity, but to truly leverage it you need inclusion (Miller and Katz, 2002, pg.1). An inclusion breakthrough is a process to transform the organization from a mono-cultural organization that values and supports sameness in style and approach, to a culture of inclusion that leverages diversity in all its many dimensions. It also is an approach for any organization that wants to transform their efforts from, a diversity in a box approach, to one that truly unleashes the power of diversity. An inclusion breakthrough necessitates a whole new way of life where the outcome is a win-win situation for the organization, its individuals, its business partners, and its community (Miller and Katz, 2002). However most organizations are filled with barriers-rigid structures, poor training processes, outmoded