Dialogues of Difference:Practical Implications for Navigating The Diversity Paradox
J. Jacob Jenkins, Ph.D

Abstract
In recent decades, an emphasis on diversity, equity, and inclusion (DEI)efforts has increased exponentially for nonprofit and for-profit organizations alike. Despite this increased emphasis, however, the discursive understanding of “diversity” remains unclear for many organizational leaders. Some leaders respond to such ambiguity by gravitating toward one specific understanding of diversity, while dismissing alternative expressions of difference. I have referred to this phenomenon in previous studies as “the diversity paradox”: a propensity for organizations to promote one potential understanding of diversity in a way that diminishes alternative expressions of difference for certain organizational members. This study continues a dialogue surrounding the diversity paradox by building upon nearly 250 hours of ethnographic fieldwork. In doing so, it offers three practical implications for cultivating authentically diverse organizations: (a) member-generated content, (b) increased virtual interaction, and (c) reflexive mechanisms of change. Each of these implications was co-created alongside research participants, highlighting the value of collaborative research and underscoring the capacity for applied research to foster healthier organizations. Each of these implications also holds promise for intercultural leaders and members who hope to mitigate a limited/limiting understanding of difference within their own organizational settings.

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