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AMERICAN JOURNAL OF MANAGEMENT
Cognitive Foundation of Diversity Management:
Bridging the Gap between Aspiration and Reality
Author(s): Jie G. McCardle, Sandra S. Speck
Citation: Jie G. McCardle, Sandra S. Speck, (2020) "Cognitive Foundation of Diversity Management: Bridging the Gap between Aspiration and Reality," American Journal of Management, Vol. 20, Iss. 1, pp. 64-78
Article Type: Research paper
Publisher: North American Business Press
Abstract:
Lewin’s change model states that the most effective way to implement a change is to reduce restraining forces. In this article, we suggest that cognitive biases are a major restraining force that has been ignored in diversity management research. Drawing upon the theory of rationality/intuition two-system thinking, we explain that the driving forces for workforce diversity are primarily propelled by rational reasoning. Yet, their effects are impeded by the cognitive roadblocks rooted in intuitive thinking. We propose a behavioral design approach to reduce the restraining forces by mitigating perceptual biases and judgment errors in the work context.
