Coaching for diversity in the South African workplace

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2019

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Dentlinger, Liesel

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Abstract

South Africa is a country, which is characterised by immense cultural and ethnic diversity. The South African workplace comprises a complex and diverse population. Managing and harnessing inherent diversity in the South African workforce is a key component of workplace transformation initiatives. This qualitative study examines the impact that diversity coaching has on promoting diversity in the workplace. In particular, the research sought to determine whether self-awareness that is obtained of unconscious bias can support the achievement of transformation of the South African workplace. The sample population for this research consisted of senior leaders in organisations and diversity specialists. Data collected included the personal and lived experiences of research participants who had either delivered or attended diversity coaching, which is designed to create self-awareness of beliefs and assumptions by using an unconscious bias method. The research aimed to determine whether conscious awareness of bias results in a change in behaviour and decision making on matters that promote diversity in the workplace. The research findings provided evidence that diversity coaching, and making use of unconscious bias techniques, is successful in creating self-awareness of diversity matters. The nature of self-awareness gained through diversity coaching promotes positive behaviour change, which promotes diversity in the workplace. The research identified opportunities for greater benefit to be derived from diversity coaching to transform the workplace. Aligning diversity coaching interventions within the context of organisational strategy and culture, encouraging unwilling employees to participate in diversity coaching, and evolving self-awareness into self-accountability to change decision making, were identified as opportunities to enhance the impact of diversity coaching. KEY WORDS Diversity coaching, Unconscious bias, Self-awareness, Decision-making, Transformation, South Africa

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A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in the field of Business Executive Coaching Johannesburg, 2019

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