Colorblind and multicultural diversity strategies create identity management pressure

Diversity ideologies in organizations

This review examines diversity ideologies as influential tools for managing intergroup relations in organizations. Drawing from over two decades of scholarship, we consider our evolving understanding of what diversity ideologies are, how they manifest, and what consequences they have. Diversity ideologies are multi-level constructs that can be espoused or enacted. They are a blueprint for how individuals and organizations should respond to social group differences. We distinguish between awareness and blindness ideologies, and their roles in shaping individual and group experiences. Finally, we describe how the effectiveness of these ideologies is contingent on the group targeted, the nature of the context, and individual differences. Overall, our synthesis of extant literature highlights how diversity ideologies both shape and are shaped by organizational environments.

The Dilution of Diversity: Ironic Effects of Broadening Diversity

Diversity is one of the buzzwords of the 21st century. But who counts as diverse? We coded diversity statements to examine how organizations typically define diversity and whether oppressed-group members perceive some definitions as diluting diversity, or detracting from the original intention of diversity initiatives. Organizations most commonly opted for a broad definition of diversity (38%) that focused on diversity in perspectives and skills, with no mention of demographic group identities (e.g., race; Study 1). In Studies 2 and 3, people of color perceived broad statements as diluting diversity more than other diversity statements. They were also less interested in working at those organizations, and broad statements led sexual minorities to be less willing to disclose their sexual identity (Study 4). Thus, broadening the definition of diversity to include individual characteristics and skills may backfire, unless the importance of demographic diversity is also acknowledged.

Multiculturalism and Colorblindness as Threats to the Self: A Framework for Understanding Dominant and Non-Dominant Group Members' Responses to Interethnic Ideologies

Both multiculturalism (which involves recognizing and appreciating differences) and racial/ethnic colorblindness (which can involve emphasizing similarities or individual characteristics) are intended to promote intergroup harmony. Nevertheless, these ideologies can backfire when salient. Although this work has sometimes been interpreted to suggest that dominant group members may perceive salient multiculturalism, and non-dominant group members may perceive salient colorblindness, as threatening, it is unclear what about these interethnic ideologies poses a threat and why. The present article draws upon theories of the self-concept to introduce a framework of Multiculturalism and Colorblindness as Threats to the Self. Specifically, it is proposed that multiculturalism (colorblindness) is potentially threatening to dominant (non-dominant) group members' collective, relational, and personal selves. Dispositional and contextual variables that may moderate perceptions of threat among members of dominant and non-dominant groups, alternative interethnic ideologies to multiculturalism and colorblindness, and potential future research directions are discussed.