No abstract

No abstract

In this exploratory study, data were collected from 64 men and women experiencing midlife transitions. Transformations of life structure during the phases of midlife transition were noted. Some changes (degree of conflict, temporariness, and fulfillment potential) were best accounted for by the act of progressing through the steps of this major transition in life; other changes in life structure (complexity, flexibility, and self-determination) were better accounted for by an internal process of paradigm shifting.

This chapter reviews diversity and inclusion practices at the organizational, group and individual levels. The authors drawn on their own and other extant research to identify effective methods at each level that are likely to yield a diversity dividend, resulting in positive outcomes associated with harnessing and leveraging the social identities and resources of diverse individuals and workgroups.

This is a study of how people learn to work from dominant group identities in their cross-identity work relationships—with a focus on race. I discuss interviews with 24 “diversity-aware” White people about their experiences in cross-race work interactions in which their own and/or the other’s race becomes salient for them. Through a qualitative analysis of the interviews, I identified 10 common facilitating factors that relate to organizational and relational resources as well as self-capacities. I present a framework that highlights the interacting role of these three kinds of resources in responding to perceived barriers for cross-race engagement. Discussion of implications of these findings for individuals and organizations includes recommendations that leaders attend to organizational resources that support and enable constructive race work—including attention to the race identity development of dominant group members.