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This course examines the important focus on diversity, inclusion, and equity (DEI) in the 21st-century workplace. Using a variety of readings, including—but not limited to—cases, we will explore a fundamental discrepancy: talent is much more widely distributed than opportunity.

Where did this divergence come from? Why and how does it matter to success in all kinds of organizations? What role does confronting this discrepancy and thus working to align talent and opportunity more closely play in creating a more prosperous economy? In the larger quest to build a more just society? How do we parse out credible organizational commitments to diversity, inclusion, and equity from those that are more window-dressing than substance? Finally, what impact does real, practicable adherence to the values of DEI have on effective teamwork, individual satisfaction, and organizational performance?

These are the questions we will tackle in our course. As we do so, we have three principal educational objectives:

First, to understand the historical foundations of today’s emphasis on DEI. This emphasis is not a recent phenomenon. Instead, it grows out of a long struggle for equality, tolerance, and possibility for all people in the face of white supremacy, slavery, hatred, discrimination, and the denial of civil rights to millions of individuals. By looking succinctly at specific aspects of this struggle, with a focus on the United States, we will develop a much fuller sense of the divergence between talent and opportunity and of its historically enormous cost: economically, politically, socially, and morally.

Second, to think critically and strategically about the power of DEI in a range of organizations. In examining the relationship among diversity, equity, inclusion, and business performance, we will gain a greater understanding of the benefits of organizational commitment to such values, benefits that include better decision-making, increased creativity, enhanced employee satisfaction, and richer customer insights. We will also investigate the complexity and difficulties of creating a markedly more diverse, equitable, and inclusive organization. At the end of the course, |we will devote some attention to the relationship between DEI initiatives and larger movements for economic, political, and social justice.

Third, to consider specific examples of organizations that have closely aligned talent and opportunity for enduring success. We will learn from both historic examples and from a variety of executives and non-profit leaders who have extensive experience with DEI commitments. In analyzing different entities that have embraced such strategies, we will gain a more detailed appreciation of the linkages between these inspirational values and how people and systems interact to achieve collective ends and, in some cases, to make the impossible possible. Additionally, we will increase our knowledge of the critical role that courageous, resilient leadership plays in these companies and coalitions.

This course will be of particular interest to those interested in the critical role people play in company strategy and success. The Power of DEI will also be useful for individuals concerned with the larger role of business in society and with the alignment between individual and organizational purpose.

Grading is based on class participation (50%) and the final paper (50%).

Also offered by the Business School as 1845.