TITLE:Working Document; PATHWAY TO DIVERSITY

Michigan State University Extension
Diversity and Pluralism - 21693002
12/95/

TITLE:Working Document; PATHWAY TO DIVERSITY

Strategic Plan for the Cooperative Extension System's
"Emphasis on Diversity"

AUTHORS: Strategic Planning Task Force on Diversity
ES-USDA

Fowler, Richard, Chair
Extension Committee on Organization and Policy

Johnsrud, Myron D., Administrator,
Extension Service, USDA

YEAR PUBLISHED: October 1991
Extension Service, USDA

FOREWORD
The Extension Committee on Organization and Policy (ECOP)
and Extension Service, U.S. Department of Agriculture
(ES-USDA), established the Cooperative Extension's
Emphasis on Diversity in October 1990. Pathway to
Diversity is the strategic plan developed to guide the
Extension System in implementing the Emphasis on
Diversity.

Pathway provides a vision of the Cooperative Extension
System(CES) as "a diverse and multicultural organization
that values, is committed to, and embodies pluralism as a
long-term investment in the future," and "a role model
for achieving a pluralistic society". The mission,
vision, and strategic goals for achieving diversity and
pluralism are outlined in the plan. They describe urgent
and most important work for the Extension System that is
an integral part of Extension's mission of addressing the
critical needs and issues of the people of the Nation,
states, and territories.

Pathway was initially prepared in draft form and
circulated throughout the Extension System for comment
and revision. The Council on Diversity in Rxtension, a
group of 11 people knowledgeable about and involved with
valuing diversity programs in private and public
organizations, provided comments on the draft plan in
July 1991. A national Extension conference was held in
September 1991 to review the plan. More than 160 people,
representing Extension teams from 45 states and 1
territory, participated. These comments were used to
prepare this version of the plan.

Pathway is intentionally printed in a "working" format
that is easily copied. We invite wide distribution.
Specific actions and strategies are included for the
guidance of ECOP, ES-USDA, ECOP Committees, and "CES
administrators at all levels". We urge ECOP, ES-USDA,
and ECOP Committee to begin incorporating these efforts
into their activities on behalf of the Cooperative
Extension System. We encourage Extension staff and
administrators at all levels to use Pathway as a model
and guide in developing strategic and action plans for
achieving and sustaining diversity and pluralism in
states, territories, and ES-USDA. It will need to be
adapted to the specific opportunities of each Extension
organization.

Strategic plans always run the danger of being put into
file drawers and forgotten. We seek to keep Pathway to
Diversity in the forefront of the Cooperative Extension
System agenda--to learn from our progress and struggles
in carrying out the plan. We have asked Michael Brazzel,
ES-USDA, and Curtis E Gear, Jr., University of Wisconsin-
Extension, along with the members of the Sub-committee on
Extension Diversity, which they cochair, to keep us
advised of the progress and problems with Pathway.
Please contact them about your experiences.

INTRODUCTION

THE COMMITMENT: The Cooperative Extension System is
committed to a emphasis on diversity in mission and
vision; work force; programs; audiences; and
relationships with other people, groups, and
organizations.

Diversity--human differences in all forms--is no longer
an option for organizations in the United States and its
territories. Work force and audience diversity and
pluralism are key to organizational survival and success
into the 21st century.

Today, there are new rules. These new rules include
respect and sensitivities toward all people, no matter
how different or diverse. Change--worldwide change--
surrounds the daily lives of all Americans, continually
impacting how people live, learn, work, and communicate.

The challenge to public educational institutions,
including the Cooperative Extension System, is to
integrate diversity into the core mission and vision; to
weave pluralism into the very fabric of the organization.

Historically, responsiveness to change--to the needs of
people where they live and work--is a strength of the
Cooperative Extension System. As the population and work
force continue to change, diversity and pluralism become
the bottom line for the System.

Increased productivity, relevance, and effectiveness;
enhanced creativity and innovation--all are additional
benefits of this organizational investment and commitment
to diversity.

The CES challenge is to acknowledge and confirm the value
of diversity and pluralism by including all staff as full
and influential members of the organization and by
providing educational opportunities for current and
potential audiences using existing and diverse staff and
innovative programs.

STRATEGIC GOALS

This strategic plan is designed to carry out the System's
commitment to diversity and pluralism through the
following six goals:

GOAL: COMMITMENT TO PLURALISM

The Cooperative Extension System will incorporate
pluralism as an integral part of the System's mission and
vision and affirm its support and commitment to achieving
and sustaining pluralism.

GOAL: ENVIRONMENT FOR DIVERSITY AND PLURALISM

CES will establish a physical, psychological, and
emotional environment that creates, fosters, and sustains
diversity and pluralism and eliminates discrimination at
all levels.

GOAL: WORK FORCE DIVERSITY

CES will increase and sustain the diversity of the
System's work force, including leadership, to better
reflect the diversity of the population of the Nation,
states, and territories.

GOAL: AUDIENCE AND PROGRAM DIVERSITY

CES will expand the diversity of current and potential
audiences and programs to reflect the population of the
Nation, states, and territories in selecting and
developing programs.

GOAL: FULL AND INFLUENTIAL PARTICIPATION

CES will include members of diverse groups as full and
influential participants in all aspects of CES,
especially in decisionmaking and in establishing policies
that shape the organization and its programs.

GOAL: EQUITABLE PARTNERSHIPS

CES will provide equitable partnerships, funding, and
support for all Extension organizations, including 1890
and Tuskegee Extension organizations, 1862 state and
territory Extension organizations, District of Columbia
Extension Service, and ES-USDA.

THE EMPHASIS ON DIVERSITY IN
THE COOPERATIVE EXTENSION SYSTEM

Extension's EMPHASIS ON DIVERSITY addresses the many
dimensions of diversity that are already a feature of the
mosaic society present in our Nation, states, and
territories. Its mission is to achieve and sustain
pluralism as an integral part of every aspect of
Extension: mission and vision; work force; programs;
audiences; and relationships with other people, groups,
and organizations. Many organizations have a diverse
work force and diverse program audiences--but are not
necessarily multicultural organizations. The EMPHASIS ON
DIVERSITY is designed to move Extension to being a
multicultural organization that values diversity and
pluralism.

DEFINITIONS

DIVERSITY is defined as differences among people with
respect to age, class, ethnicity, gender, physical and
mental ability, race, sexual orientation, spiritual
practices, and other human differences.

PLURALISM is defined as an organizational culture that
incorporates mutual respect, acceptance, teamwork, and
productivity among people who are diverse in the
dimensions of human differences listed above as
diversity.

MULTICULTURAL ORGANIZATIONS are defined as organizations
that:

* Value human differences as a competitive
advantage;

* Have a pluralistic culture that reflects the
interests, contributions, and values of members of
diverse groups;

* Have full and influential participation by all
members of the organization in decisions and policies
that shape the organization; and

* Eliminate discrimination throughout the
organization.

DISCRIMINATION is defined as the systematic, intended or
unintended, denial of recognition, power, privilege, and
opportunity to certain people based on the groups to
which they belong.

EEO/AA AND THE EMPHASIS ON DIVERSITY

The EMPHASIS ON DIVERSITY is not a renamed and repackaged
version of Extension's Civil Rights programs. The
EMPHASIS ON DIVERSITY goes beyond Equal Employment
Opportunity/Affirmative Action (EEO/AA) to develop a
culture and environment in which diversity is valued and
pluralism is achieved. Strong and effective EEO/AA
programs form an important part of the foundation for the
EMPHASIS ON DIVERSITY.

The distinguishing features between EEO/AA programs and
the EMPHASIS ON DIVERSITY are:

* EEO/AA includes specified legal requirements for
"nondiscrimination," a complaints process to address
discriminatory employment and program practices, and a
process to encourage work force and program
representation of underrepresented groups.

* The EMPHASIS ON DIVERSITY includes activities
beyond EEO/AA that are needed to achieve and sustain
diversity and pluralism.

The EMPHASIS ON DIVERSITY is voluntary on the part of the
Cooperative Extension System and individual Extension
organizations. It is a strategic response to changes in
the United States population and work force designed to
maintain an effective and productive work force in
Extension, and programs relevant to the people of the
Nation, states, and territories. The EMPHASIS ON
DIVERSITY assumes pluralism. It creates a culture and
environment in which human differences are valued and
people are encouraged to bring all of who they are into
the work place. This contrasts with the practice of
assimilation in which diverse people are expected to
limit and adapt behavior and style to the cultural
practices, norms, and values of the majority culture.

DIFFERENCES

EEO/AA
* Government initiated

* Legally driven

* Problem/prevention focused

* Focus on program and employment neutrality

* Assumes assimilation

* Reactive/proactive

EMPHASIS ON DIVERSITY
* Extension initiated

* Productivity/effectiveness/relevance driven

* Opportunity focused

* Focus on work and program environment and the use of
work force skills

* Assumes pluralism

* Proactive

TOWARD A MULTICULTURAL ORGANIZATION

The Cooperation Extension System prides itself on valuing
people and the contributions of all segments of the
organization, including volunteers. The System continues
to build a variety of educational programs and other
resources that can be delivered to diverse audiences.

As in any organization undergoing dramatic change,
barriers to achieving diversity throughout CES still
exist. These barriers are often expressed through subtle
"isms" and inequities. Lack of communication impedes
understanding of diversity and implementation of
multicultural programs.

Opportunities exist for CES to build on its strengths to
increase diversity within staff, programs, audiences, and
stakeholders. These opportunities include:

* Recruiting and hiring a more diverse work force as
current staff leave or retire.

* Developing, training, and evaluating methods to
assist current staff in their efforts to work with
diverse programs and audiences.

* Developing reward and recognition systems that
acknowledge staff at all levels who provide affective
educational programs for diverse audiences.

The Cooperative Extension organization recognizes the
need for strong leadership to address diversity issues
through issue-based programming initiatives.

This commitment to diversity and pluralism across the
organization gives the System an opportunity to develop
and maintain a competitive advantage into the 21st
century.

MISSION FOR EMPHASIS ON DIVERSITY

The mission of the Cooperative Extension System's
EMPHASIS ON DIVERSITY and the strategic plan is to
achieve and sustain pluralism as an integral part of
every aspect of Extension: mission and vision; work
force; programs; audiences; and relationships with other
people, groups, and organizations,

VALUES

The Cooperative Extension System recognizes that
organizational values are important and critical to
achieving and sustaining diversity and pluralism. The
values underlying this plan are:

* Commitment to diversity in all staff, volunteers,
and audiences; including full participation in programs,
policy formulation, and decisionmaking.

* Ability to lead and model diversity throughout the
organization and to lead society toward pluralism.

* Commitment to individual and organizational efforts
to build respect, dignity, fairness, caring equality, and
self-esteem.

* Recognition of the rights of all individuals to
mutual respect; acceptance of others without biases based
on differences of any kind.

* Commitment to equitable treatment and elimination of
discrimination in all its forms at all organizational
levels and throughout all programs.

* Recognition and promotion of the diversity of ideas
and human potential.

TODAY'S VISION--TOMORROW'S REALITY

The Cooperative Extension System is a diverse and
multicultural organization that values, is committed to,
and embodies pluralism as a long-term investment in the
future. This investment positions CES as a productive,
effective, and relevant organization--a role model for
achieving a pluralistic society.

EMPLOYER OF CHOICE--Wherever one looks in Extension there
is diversity. CES employees work in a supportive and
caring environment in which leadership, power, and
influence are shared. They are treated with fairness and
dignity. Each person's contributions and perspectives
are respected and appreciated. CES is a employer of
choice, and people are hired and promoted because of what
they can do and how well they do it.

PROGRAMS OF CHOICE--CES interacts with all people about
their interests and needs; the System develops and
delivers programs that address these needs. People from
diverse groups choose to participate in Extension
programs. These programs are effective and they work.
CES is responsive to all audiences because the System:

* Supports a diverse work force;
* Trains staff to program with and for diverse
audiences;
* Joins with other groups and organizations in
developing, providing, and evaluating programs; and
* Rewards staff members who promote and support
diversity and pluralism.

EQUITABLE PARTNERSHIPS--CES maintains equitable
partnerships and funding among all Extension
organizations. Extension organizations located in
territories and in historically black land-grant
educational institutions are valued and supported the
same as organizations in historically white land-grant
universities. Their programs are valued for the
differences they contribute in expertise and cultural
perspective to the total Extension System. Faculty and
administrators from Extension territories and from
historically black land-grant institutions are leaders
and members of the committees and task forces that shape
key CES decisions, policies, and programs.

SOCIAL JUSTICE--Discrimination is eliminated across the
Cooperative Extension System in programs, in
relationships with audiences and other people, groups,
and organizations. Recognition, power, privilege, and
opportunity are extended to all people because they are
valued for all aspects of their age, class, ethnicity,
gender, physical and mental ability, race, sexual
orientation, spiritual practice, and other dimensions of
human diversity.

Human differences abound in Extension. They make
Extension work exciting and fulfilling. They are our
competitive edge. They are the right way for the System
to be.

CES STRATEGIC PLAN FOR DIVERSITY

To achieve diversity and pluralism throughout the CES
organization, the following strategic plan will be
implemented:

GOAL: COMMITMENT TO PLURALISM

The Cooperative Extension System will incorporate
pluralism as an integral part of the System's mission and
vision and affirm its support and commitment to achieving
and sustaining pluralism.

ACTION: The Incorporate pluralism into CES mission
and vision statement and implement the Diversity
Strategic Plan.

STRATEGY: Strategic Planning Council will recommend
a revised CES mission and vision statement by February
1992 or shortly thereafter. The Extension Committee on
Organization and Policy and Extension Service, U.S.
Department of Agriculture will endorse and convene a
national meeting to implement the revised mission,
vision, and Diversity Strategic Plan.

ACTION: Communication and demonstrate commitment and
support and allocate resource for achieving and
sustaining pluralism.

STRATEGY: CES administrators at all levels will, on
a continuing basis, communicate and demonstrate their
commitment and support for this plan in policy
statements, communiques (internal and external),
presentations/meetings, role modeling, direct resources
for implementing and expressing organizational
accomplishments.

ACTION: Establish a process for monitoring the
effectiveness of the implementation of the Diversity
Strategic Plan and adjust for needed changes.

STRATEGY: ECOP Personnel and Organizational
Development Committee (PODC) will design the monitoring
process and be responsible for its implementation.

ACTION: Maintain the mechanism for an external review
by the Council on Diversity in Extension.

STRATEGY: ECOP and ES-USDA will establish the
Council on Diversity in Extension as a permanent System
committee.

GOAL: ENVIRONMENT FOR DIVERSITY AND PLURALISM

CES will establish a physical, psychological, and
emotional environment that creates, fosters, and sustains
diversity and pluralism and eliminates discrimination at
all levels.

ACTION: Identify and implement ways to create a
physical, psychological, and emotional environment that
fosters diversity and pluralism in the workplace and in
programs.

Strategy: CES administrators at all levels will
implement focus groups, councils, and other mechanisms to
identify ways to:

* Create a safe, productive, physically
accessible, and healthy environment for everyone in the
workplace and in programs.

* Reduce and eliminate prejudice and
discrimination for everyone in the workplace and in
programs.

* Implement the approaches identified above and
establish processes to monitor their effectiveness and
adjust for needed changes.

Action: Provide training and staff development for CES
administrators, managers, and staff at all levels to
achieve and sustain diversity and pluralism in the
workplace and in programs.

STRATEGY: ECOP-PODC will develop an integrated
training and staff development plan for implementation by
CES administrators at all levels. The plan will include:
education for awareness, skill-building, and
prejudice/discrimination reduction and elimination;
valuing diversity and pluralism; inservice training,
networks, and information sharing for enhancing
pluralism.

Action: Implement personnel appraisal and reward
systems for CES administrators, managers, and staff at
all levels that enhance diversity and pluralism as an
integral part of these appraisal and reward processes.

STRATEGY: CES administrators at all levels will
establish focus groups, councils, and other mechanisms to
identify ways to enhance diversity and pluralism as an
integral part of the personnel appraisal and reward
processes. They will implement the identified
approaches, establish mechanisms to monitor their
effectiveness, and adjust for needed changes.

GOAL: WORK FORCE DIVERSITY

CES will increase and sustain the diversity of the
System's work force, including leadership, to better
reflect the diversity of the population of the Nation,
states, and territories.

Action: Develop policies and procedures to achieve and
sustain the diversity of Extension's work force.

Strategy: ECOP and ES-USDA will assess present
policies including EEO/AA and create new or revised
policies necessary to achieve diversity.

Action: Develop national, state, and territory action
plans to implement policies to achieve and sustain work
force diversity.

Strategy: Appoint appropriate task forces at various
levels to develop, assess, and analyze current work
force data; plan strategies for recruitment, retention,
and training of staff from diverse groups; develop
incentives, recognition, and rewards to attain and
sustain diversity goals; design a system for evaluation
and accountability.

Action: Increase the diversity in CES administration
at the highest levels.

Strategy: CES will engage in a major effort to
diversify its leadership. The ES-USDA Administrator will
encourage university presidents and search committees to
increase efforts to improve diversity in the selection of
CES Directors/Administrators. PODC will develop and
recommend additional processes to diversify CES
leadership.

Action: Allocate resources to achieve and sustain
diversity throughout the CES work force.

Strategy: CES administrators at all levels will
begin immediately to identify, develop, and target the
resources necessary to increase and sustain work force
diversity.

GOAL: AUDIENCE AND PROGRAM DIVERSITY

CES will expand the diversity of current and
potential audience and programs to reflect the population
of the Nation, states, and territories in selecting and
developing programs.

Action: Assess and strengthen EEO/AA programs to
determine current and potential audience composition, the
extent of barriers to their participation in programs,
and develop strategies to improve audience diversity.

Strategy: An ECOP-appointed task force will assess
and use findings to develop appropriate strategies and
programs to eliminate or reduce barriers,
collect/summarize findings from across states and
territories, and communicate nationally.

Action: Involve people from diverse audiences in the
selection, design, development, and evaluation of
Extension programs and initiatives.

Strategy: National and state initiative teams, CES
administrators at all levels, and program development
groups will systematically involve diverse audiences in
the selection, design, development, and evaluation of
programs and initiatives.

Action: Develop appropriate technology, training, and
implementation plans that will enhance diversity.

Strategy: ECOP-PODC will encourage development of:
* Programs, materials, and methods that
support efforts to enhance diversity;
* Staff training curricula for emphasizing
diversity and working with diverse audiences;
* National/regional resource centers to
identify, catalog, and disseminate resources, research,
and program efforts in diversity;
* Systems of rewards, incentives, and
recognition of diversity work; and
* Evaluation of this effort.

Action: Articulate CES's EMPHASIS ON DIVERSITY to
stakeholders and clientele including those who have
traditionally provided support or received services.

Strategy: CES administrators at all levels will
develop and implement plans for educating stakeholders
and clientele about System efforts to achieve and sustain
diversity and pluralism.

GOAL: FULL AND INFLUENTIAL PARTICIPATION

CES will include members of diverse groups as full and
influential participants in all aspects of CES,
especially in decisionmaking and establishing policies
that shape the organization and its programs.

Action: Appoint and fully involve members of diverse
groups as leaders and members of decision and
policymaking bodies, program development and advisory
committees, and coalitions and networks of ES-USDA, ECOP,
Extension regions, and the overall CES>

Strategy: ES-USDA, ECOP, and CES administrators at
all levels responsible for implementing this action.

Strategy: ECOP-PODC will establish a standing
committee to monitor the full and influential
participation of diverse groups and the programs of CES
in achieving changes in image and credibility as they
relate to diversity and pluralism.

GOAL: EQUITABLE PARTNERSHIPS

CES will provide equitable partnerships, funding, and
support for all Extension organizations, including 1890
and Tuskegee Extension organizations, 1862 state and
territory Extension organizations, District of Columbia
Extension Service, and ES-USDA.

Action: Assess allocation of resources and the
administrative structure for partnership and cooperation.

Strategy: ECOP and ES-USDA will appoint a task force
to review and assess;

* Current legislation governing the
distribution of funds to 1890 and 1862 Extension
organizations and identify changes required to achieve
pluralism.
* Partnership roles of 1890 and 1862
Extension organizations and ES-USDA.
* Structure for partnership and cooperation.
* Levels and process of funding and budget
allocation.
* Federal, state, territory, and local
staffing, programs, and audiences.

Based on the assessment, this task force will
recommend policy and procedures for equitable
partnerships, funding, and support.

Action: Develop cooperative programming between and
among 1890 and 1862 institutions in states, territories,
and the District of Columbia.

Strategy: Under ES-USDA and ECOP leadership,
appropriate CES administrators will develop an
integrated, comprehensive, issue-based, joint program
plan of work and cooperatively appoint statewide program-
leadership staff from both 1890 and 1862 institutions.

Strategy: ECOP's Personnel and Organizational
Development Committee and Program Leadership Committee
will facilitate, support, and enhance cooperative
programming:

* Among 1862 and 1890 Extension
organizations located in the same state;
* Among other Extension organizations--
between states, between territories, between states and
territories, and (across state and territory lines)
between 1890 organizations, Tuskegee, the District of
Columbia, and other Extension organizations not in the
same state.

THE FUTURE

The EMPHASIS ON DIVERSITY is a bold leadership initiative
designed to move a dynamic organization to new values and
levels of consciousness and productivity. The EMPHASIS
ON DIVERSITY fosters new visions of what can be; it
asserts that diversity and pluralism are intrinsic to
Extension's mission of addressing the critical issues and
needs of the people of the United States and territories.

This challenge needs to be shared collectively by staff,
stakeholders, and the total Cooperative Extension System
leadership. Clearly, this bold initiative represents
change. This change, for many, will be uncomfortable.
There will be need for encouragement and opportunity for
open communication.

The Cooperative Extension System is committed to reaching
the important goals expressed in this strategic plan
through organizational change/ Three themes are
highlighted:

* Achieving and sustaining pluralism
throughout the System,
* Enriching and enhancing the work
environment, and
* Being more responsive to the needs of
audiences through the development of more culturally
sensitive programs.

In achieving these goals, the Cooperative Extension
System will become a model for public and private
agencies in valuing and promoting diversity and
pluralism.

TIMELINE/DATES

1992

* February--SPC recommend a revised CES mission and
vision statement to incorporate pluralism. Shortly
thereafter, ECOP and ES-USDA endorse.

* April--CES administrators at all levels communicate
commitment to diversity.
* October--ECOP and ES-USDA assess present work force
policies and procedures.

October--Begin efforts to increase diversity in CES
administration at the highest level.

1993

* April--ECOP appoint a task force to assess audience
diversity Systemwide.

* October--All Extension organizations--national,
state, and territories--develop work force diversity
implementation plans.

* ECOP and ES-USDA appoint task force to assess
partnership, funding, and support for all Extension
organizations.

* October--ECOP-PODC develop an integrated training
and staff development plan.

1994

* April--ECOP-PODC establish a committee to monitor
full and influential participation of diverse groups in
program development and implementation.

BIBLIOGRAPHY

Addressing Diversity in the 1990's and Beyond: CES Can
Make a Difference, Report of the Task Force on Working
with Diverse Audiences, Extension Committee on
Organization and Policy, Cooperative Extension System,
April 1990.

An Emphasis on Diversity in the Cooperative Extension
System, Report of the Subcommittee on Diversity,
Personnel and Organization Development, Committee,
Extension Committee on Organization and Policy,
Cooperative Extension System, October 1990.

Council on Diversity in Extension, Valuing Differences
and Celebrating Diversity, Report of the Meeting of the
Council on Diversity in Extension, July 1991.

Taylor H. Cox and Stacey Blake, "Managing Cultural
Diversity: Implication for Organization
Competitiveness," Academy of Management Executive, Vol.
5, No.3, 1991 pp. 45-66.

Taylor Cox, Jr., "The Multicultural Organization,"
Academy of Management Executive, Vol. 5, No. 2, 1991,
pp. 34-47.

Benjamin DeMott, The Imperial Middle: Why Americans
Can't Think Straight About Class, New York: William
Morrow and Company, Inc., 1990.

Martin Duberman, "The Scholarship of Homosexuality,"
Education Review, Washington Post, April 11, 1991.

Extension Service, USDA and Extension Committee on
Organization and Policy, Strategic Directions of the
Cooperative Extension System, Cooperative Extension
System, November 1990.

Bailey W. Jackson and Evangelina Holvino, "Working with
Multicultural Organizations: Matching Theory and
Practice," 1986 Conference Proceedings, OD Network, pp.
84-95.

Bailey W. Jackson and Evangelina Holvino, "Developing
Multicultural Organizations," Creative Change: The
Journal of Religion and the Applied Behavioral Sciences,
Fall 1988, pp. 14-19.

David Jamieson and Julie O'Mara, Managing Workforce 2000:
Gaining the Diversity Advantage, San Francisco: Jossey-
Bass Publishers, 1991.

Marilyn Lodan and Judy B. Rosner, Work Force America!"
Managing Diversity as a Vital Resource, Homewood, IL:
Business one Irwin, 1991.

Patterns of Change, Report of the Strategic Planning
Council, Cooperative Extension System, March 1991.

R. Roosevelt Thomas, Jr., "From Affirmative Action to
Affirming Diversity," Harvard Business Review, March-
April, 1990, pp.107-117.

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