Navigating the paradoxes of organizational diversity management

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This research paper concerns itself with understanding the paradoxes faced by diversity managers when attempting to successfully implement organizational diversity-enhancing initiatives. Three major paradoxes that confront diversity managers were identified: the need for change vs. the desire to maintain the status-quo, bureaucratic control vs. flexible procedures, and long-term business gains vs. short term losses. Diversity managers have the choice to adopt an either/or strategy or a manifold strategy to deal with these paradoxes. It was found that both strategies were initially used interchangeably, but as a diversity manager’s experience grew they employed the manifold strategy to effectively manage workplace tensions. Originality/value: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.