Cognitive Foundation of Diversity Management: Bridging the Gap between Aspiration and Reality

Authors

  • Jie G. McCardle Georgia Southern University
  • Sandra S. Speck Idaho State University

DOI:

https://doi.org/10.33423/ajm.v20i1.2753

Keywords:

Management, Diversity Management, Behavioral Design, Rationality and Intuition, Cognitive Model, Change Theory, Lewin’s change model, workforce diversity

Abstract

Lewin’s change model states that the most effective way to implement a change is to reduce restraining forces. In this article, we suggest that cognitive biases are a major restraining force that has been ignored in diversity management research. Drawing upon the theory of rationality/intuition two-system thinking, we explain that the driving forces for workforce diversity are primarily propelled by rational reasoning. Yet, their effects are impeded by the cognitive roadblocks rooted in intuitive thinking. We propose a behavioral design approach to reduce the restraining forces by mitigating perceptual biases and judgment errors in the work context.

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Published

2020-04-07

How to Cite

McCardle, J. G., & Speck, S. S. (2020). Cognitive Foundation of Diversity Management: Bridging the Gap between Aspiration and Reality. American Journal of Management, 20(1). https://doi.org/10.33423/ajm.v20i1.2753

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Section

Articles