Diversity: Not All Are Believers

A celebration of difference, frequently expressed as tolerance and respect for “the other,” is the mantra of those espousing the virtues of diversity. Although I too choose to carry the banner of diversity, another pervasive worldview exists whose champions advocate homogeneity, a common set of societal norms reinforced through political, religious, and commercial institutions. This worldview of homogeneous “sameness” is inherently different from heterogeneous “diverseness.” As applied to business, who would argue with firms that are successful because, as Peters and Waterman (1982) suggest, they are riveted to a single-minded pursuit; i.e., they “stick to their knitting.” Success, as defined by this given attribute, requires focus with an underlying process and implementation homogeneity that excludes many alternate strategic options. Who can argue with Japan’s success as the third most powerful economy (as measured by Gross Domestic Product — GDP) in the world? (CIA, 2005) Japan does not encourage inward migration. It prides itself as a people who have a common racial heritage; yet the country has embraced commercial adaptation. Its enterprises have demonstrated time and again an uncanny ability to take what’s best in the world and make it even better — it has produced some of the world’s best cars, electronics, and animation.