This is the text info pg 239 and 240 that the attached instructions talking about. Chin, J. L. & Trimble, J. E. (2015). Diversity and leadership. Los Angeles, CA: Sage. The Three Cs of Managing Diversity: Composition-Core-Climate Managing organizational diversity starts with developing an organization’s strategic planning to be inclusive of diversity and directed toward organizational and systemic change. It presumes a commitment to goals of diversity leadership. It makes the business case for training to move leaders and members toward a goal where diversity means good business; it brings in customers, expands the customer base, promotes a climate where all voices are included, and strives toward a workforce composition that is diverse and delivers its products or services in a culturally competent manner. The senior author has defined this to mean addressing the Three Cs of Diversity: recruiting and retaining a diverse Composition of the workforce and clientele, developing the Core of business products and services to be delivered in a culturally competent manner, and promoting a welcoming and inclusive workplace Climate within the organization. Moodian (2009) views contemporary leadership and leadership success as attainable through intercultural competence and stresses the importance of moving away from ethnocentric leadership philosophies given the growing dominance of diverse workforces and greater racial/ethnic heterogeneity of populations in countries throughout the world today. He suggests a strategic planning process or business plan that is inclusive of diversity and offers seven steps toward managing diversity for organizational change. “The business case is about capturing talent, understanding markets, utilizing diverse perspectives for innovation, knowing how and how not to pitch products, and ultimately, how to generate employee commitment” (Moodian, 2009, p. 39). The seven steps include the following: Generating Executive Commitment—Nothing happens in an organization without buy-in from the top. Diversity needs to be a goal embraced by leaders within an organization and starts with a visioning process. Assessment—This process helps the organization understand its current state regarding diversity. This essentially means doing a SWOT analysis of the Three Cs; this might include assessing composition of the workforce and its clientele, assessing policies and procedures that might pose internal barriers for hiring and promotion, assessing climate of the organization for inclusion and respect for all dimensions of diversity, and marketing strategies and business goals that are inclusive of diversity. This helps identify needs, set priorities, and to define goals and objectives for a strategic plan that is inclusive of diversity and provides data to serve as benchmarks. Diversity Council—The establishment of such councils provides a formal mechanism within the organization that serves the purpose of getting feedback to and f.

1. This is the text info pg 239 and 240 that the attached
instructions talking about.
Chin, J. L. & Trimble, J. E. (2015).
Diversity and leadership.
Los Angeles, CA: Sage.
The Three Cs of Managing Diversity: Composition-Core-
Climate Managing organizational diversity starts with
developing an organization’s strategic planning to be inclusive
of diversity and directed toward organizational and systemic
change. It presumes a commitment to goals of diversity
leadership. It makes the business case for training to move
leaders and members toward a goal where diversity means good
business; it brings in customers, expands the customer base,
promotes a climate where all voices are included, and strives
toward a workforce composition that is diverse and delivers its
products or services in a culturally competent manner. The
senior author has defined this to mean addressing the Three Cs
of Diversity: recruiting and retaining a diverse Composition of
the workforce and clientele, developing the Core of business
products and services to be delivered in a culturally competent
manner, and promoting a welcoming and inclusive workplace
Climate within the organization. Moodian (2009) views
contemporary leadership and leadership success as attainable
through intercultural competence and stresses the importance of
moving away from ethnocentric leadership philosophies given
the growing dominance of diverse workforces and greater
racial/ethnic heterogeneity of populations in countries
throughout the world today. He suggests a strategic planning
process or business plan that is inclusive of diversity and offers
seven steps toward managing diversity for organizational
change. “The business case is about capturing talent,

2. understanding markets, utilizing diverse perspectives for
innovation, knowing how and how not to pitch products, and
ultimately, how to generate employee commitment” (Moodian,
2009, p. 39). The seven steps include the following: Generating
Executive Commitment—Nothing happens in an organization
without buy-in from the top. Diversity needs to be a goal
embraced by leaders within an organization and starts with a
visioning process. Assessment—This process helps the
organization understand its current state regarding diversity.
This essentially means doing a SWOT analysis of the Three Cs;
this might include assessing composition of the workforce and
its clientele, assessing policies and procedures that might pose
internal barriers for hiring and promotion, assessing climate of
the organization for inclusion and respect for all dimensions of
diversity, and marketing strategies and business goals that are
inclusive of diversity. This helps identify needs, set priorities,
and to define goals and objectives for a strategic plan that is
inclusive of diversity and provides data to serve as benchmarks.
Diversity Council—The establishment of such councils provides
a formal mechanism within the organization that serves the
purpose of getting feedback to and from employees and
explaining diversity and any initiatives that are created to
employees. Systems Change—The executive leadership needs to
align organizational systems and operational practices with
diversity goals. These include pay equity reviews, revamping
promotional processes to ensure fairness and equal access,
setting performance objectives for hiring, establishing affinity
groups or mentoring for employees, or establishing performance
objectives for managers and employees in their performance
reviews. Training—This should NOT be designed to change an
organization. Training is effectively and appropriately used to
create awareness and help people develop knowledge and skills,
which could result in behavior change. Training is too often
used as an isolated tool to promote organizational change with
limited or even negative results. At best, using training in this
way is like using a screwdriver to drive a nail. Measurement

3. and Evaluation—“What gets measured gets done” is a common
phrase supporting the importance of measuring the effects of
change processes and evaluating the results of targets and goals
that are; this includes both process and outcomes of the
strategic plan. Integration—Creating a feedback mechanism for
continuous improvement is always important to ensure that
short-term changes have long-term impact. A strategic planning
process is different from diversity training as a tool for
organizational change. It is when an organization or its leaders
attempt to envision the future, conduct a SWOT analysis, and
develop a plan for organizational success and direction that it
can have lasting impact on promoting a diverse and global
workplace culture. Organizational change will flow from its
policies, procedures, and strategies. Evaluation of Outcomes
Managing diversity as part of organizational change is best done
when systems audit for organizational diversity are in place to
measure outcomes. This includes measures for the Composition
of the workforce, Core products of the business, and Climate of
the organization. A systems audit for organizations on its level
of diversity might include whether or not the organization does
the following: Promote access for all populations Is relevant for
today’s leadership contexts Empowers the clients and workforce
Is applicable to solving contemporary problems Establishes
diverse work group teams Addresses the dynamics of
organizational composition based on heterogeneity of its
workforce and organizational culture A set of criteria to
evaluate the inputs (plan and commitment) and outputs
(activities, services, and products) with feedback mechanisms to
answer the core question of: How do you know when the
organization is doing well? What data are available to indicate
how to stop, adjust, or improve less effective actions? On
screening and appraisal of leaders, what are the criteria for
identifying potential leaders? Do they unintentionally exclude
some groups based on their social identities that are immaterial
to their effectiveness as leaders? Do criteria for performance
appraisals lead to bias because of unconscious beliefs and

4. values about leader behaviors? How is it objectively measured?
Measuring Organizational Cultural Competence Measuring
organizational cultural competence has proven to be very
challenging. As discussed in Chapter 2 and 8, cultural
competence is represented by the acceptance and respect for
differences, continuing self-assessment regarding culture,
careful attention to the dynamics of differences, continuous
expansion of cultural knowledge and resources, and a variety of
adaptations to belief systems, policies, and practices. However,
organizational cultural competence needs to be evaluated at the
same level as other organizational indicators such as measuring
profitability, market share, and customer satisfaction. Cross,
Bazron, Dennis, and Isaacs (1989) first coined the term cultural
competence as part of six developmental levels along a
continuum from cultural destructiveness to cultural proficiency
to describe where a mental health service delivery system might
be situated in its responsiveness to the culture of its patients.
Over the years, cultural competence developed its own
language, values, principles, norms, and expected behaviors; by
its own definition, it became a culture and a movement. While
cultural competence has been used extensively in health and
mental health systems of care, it has only recently come into the
leadership literature as a way to promote diversity within
corporations and organizations. Although it has become well
accepted that focusing on the cultural identities of patients and
staff is essential to deliver quality culturally competent care for
all patients, the cultural competence movement was challenged
from the beginning to develop definitions and standards for
organizations that could be more specific than “I know it when I
see it.” The development of the measurement of organizational
cultural competence saw three milestones: Cross’s Cultural
Competency Continuum—is a framework of the developmental
process of cultural competence (Cross et al., 1989) that was a
major contribution to understanding how cultural competence
could develop within an organization or in individuals. The six
stages are identified on Table 9.1. However, by defining these

5. developmental stages based on values, beliefs, feelings, and
behaviors, the continuum is more a description of “cultural
good” than a standard for measurement. This continuum
contains a cultural bias with categories such as
“destructiveness” or “blindness” that tend to demonize the early
stages of the development of cultural competence.
Consequently, it cannot provide the basis against which the
cultural competence of disparate organizations can be measured.
Since the early stage categories, as defined by Cross, can also
exist in a culturally competent organization, a problem arises
when one culture is measured with another. Values, beliefs, and
feelings of the continuum are also the primary elements of
culture. As Albert Einstein (n.d.) demonstrated, “problems
cannot be solved at the same level of awareness that created
them.”