In Reinventing Diversity, one of America's leading diversity experts explains why most diversity programs fail and how we can make them work. In this inspiring guide, Howard Ross uses interviews, personal stories, statistics, and case studies to show that there is no quick fix, no easy answer. Acceptance needs to become part of the culture of a company, not just a mandated attitude.

Diversity in business and other organizations has been a goal for more than a quarter of a century, yet companies struggle to create an inclusive work place. In Reinventing Diversity, one of America's leading diversity experts explains why most diversity programs fail and how we can make them work. In this inspiring guide, Howard Ross uses interviews, personal stories, statistics, and case studies to show that there is no quick fix, no easy answer. Acceptance needs to become part of the culture of a company, not just a mandated attitude. People still feel alienated because of their race, language, gender, sexuality, ethnicity, or culture. Many of these prejudices are unconscious and exclusions unintentional. Only through challenging our own preconceived notions about diversity can we build a productive and collaborative work environment in which all people are included.

This book offers five proven principles so multinational companies can advance diversity, equity, and inclusion with a nuanced understanding of local contexts across countries and cultures. It's easy to fall into the trap of using a single-culture worldview when implementing global DEI in organizations. But what makes DEI change efforts successful in one country may have opposite, unintended consequences in another. How do companies find the right balance between anchoring their efforts locally while pushing for change that may disrupt existing power dynamics? This is the question at the heart of global DEI work. Along with practical advice and examples, Rohini Anand offers five overarching principles derived from her own experience leading global DEI transformation and interviews with more than sixty-five leaders to provide a through line for leading global DEI transformation in divergent cultures. Local relevance—understanding markets and acknowledging local beliefs, regulations, and history—is essential for global success. This groundbreaking book explicitly details how to take local histories, laws, and practices into account in DEI transformation work while promoting social justice worldwide.

While most people say they believe in equal rights, the word feminism—America's new F-word—makes people uncomfortable. Explore the history of US feminism through pioneers such as Elizabeth Cady Stanton, Betty Friedan, Shirley Chisholm, and Gloria Steinem. Meet modern leaders such as Rebecca Walker and Julie Zeilinger, who are striving to empower women at work, in government, at home—and in cultural and personal arenas. Learn from interviews with movement leaders, scholars, pop stars, and average women, what it means to be a feminist—or to reject it altogether. After reading this book, readers will be able to respond to "Am I a feminist?" with a confident, informed voice.

Native to the Kalahari Desert, Hoodia gordonii is a succulent plant known by generations of Indigenous San peoples to have a variety of uses: to reduce hunger, increase energy, and ease breastfeeding. In the global North, it is known as a natural appetite suppressant, a former star of the booming diet industry. In Reinventing Hoodia, Laura Foster explores how the plant was reinvented through patent ownership, pharmaceutical research, the self-determination efforts of Indigenous San peoples, contractual benefit sharing, commercial development as an herbal supplement, and bioprospecting legislation. Using a feminist decolonial technoscience approach, Foster argues that although patent law is inherently racialized, gendered, and Western, it offered opportunities for Indigenous San peoples, South African scientists, and Hoodia growers to make unequal claims for belonging within the shifting politics of South Africa. This radical interdisciplinary and intersectional account of the multiple materialities of Hoodia illuminates the co-constituted connections between law, science, and the marketplace, while demonstrating how these domains value certain forms of knowledge and matter differently.

The future of the university as an open knowledge institution that institutionalizes diversity and contributes to a common resource of knowledge: a manifesto. In this book, a diverse group of authors—including open access pioneers, science communicators, scholars, researchers, and university administrators—offer a bold proposition: universities should become open knowledge institutions, acting with principles of openness at their center and working across boundaries and with broad communities to generate shared knowledge resources for the benefit of humanity. Calling on universities to adopt transparent protocols for the creation, use, and governance of these resources, the authors draw on cutting-edge theoretical work, offer real-world case studies, and outline ways to assess universities’ attempts to achieve openness. Digital technologies have already brought about dramatic changes in knowledge format and accessibility. The book describes further shifts that open knowledge institutions must make as they move away from closed processes for verifying expert knowledge and toward careful, mediated approaches to sharing it with wider publics. It examines these changes in terms of diversity, coordination, and communication; discusses policy principles that lay out paths for universities to become fully fledged open knowledge institutions; and suggests ways that openness can be introduced into existing rankings and metrics. Case studies—including Wikipedia, the Library Publishing Coalition, Creative Commons, and Open and Library Access—illustrate key processes.

A book about how businesses and other organizations can improve their performance by tapping the power of differences in how people think. What if workforce diversity is more than simply the right thing to do? What if it can also improve the bottom line? Because it can. The autuor presents overwhelming evidence: teams that include different kinds of thinkers outperform homogenous groups on complex tasks, producing what he calls diversity bonuses. These bonuses include improved problem solving, increased innovation, and more accurate predictions - all of which lead to better results. Drawing on research in economics, psychology, computer science, and many other fields, the book also tells the stories of businesses and organizations that have tapped the power of diversity to solve complex problems. The result changes the way we think about diversity at work-and far beyond