The Equity, Diversity and Interdependence Framework-A Framework for Organisational Learning and Development

Karin Eyben, Duncan Morrow, Derick Wilson, Billy Robinson

Research output: Book/ReportBook

Abstract

The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emergedfrom the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteractwished to acknowledge, in some manner, those organisations that were consistentlychallenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and hreatening disputes fuelled by:• The failure to acknowledge difference and fairness in workplace relationships.• An avoidance of the reality that an organisation is made up of people who are shapedby the fears and tensions present in wider society.In 1991 Counteract and the ‘Understanding Conflict’ Project (University of Ulster),which evolved into the Future Ways Programme, began working together on seminarsand training events to support Counteract’s workplace initiatives. In 1997, FutureWays published a report entitled ‘A Worthwhile Venture? Practically Investing inEquity, Diversity and Interdependence’ which reframed community relations work interms of the three principles of Equity, Diversity and Interdependence. It was obvious that unless workplaces found ways of dealing with these fears and divisions, the long-term future of both workplaces and the region was at risk. It is now clear that as one of the few places where people meet across lines of division, the workplace carries a potential for change absent in many other areas in society.Whether they are ‘For-Profit’, Public or ‘Not-for-Profit’ organisations drawing onpublic resources or sentiment they carry a governance or citizenship role in contributingto building an inclusive society.This framework emerges out of these understandings. It is underpinned by ourconviction that a sustainable and prosperous society is underpinned by fairness(Equity), an acknowledgement of our differences (Diversity) and a relationalunderstanding of the ways in which we live and work together (Interdependence).The framework has been developed on the basis of an internal-external dialoguebetween an organisation and an external critical partner. The role of the externalpartner is to be the ‘grit in the oyster’, raising issues critical for the organisation. Thisrole may also be played by an internal group of staff mandated by the formal leadershipof the organisation.The framework can be used by small groups, teams and organisations committed tonurturing ‘good relations’ whether through legislative demands such as Section 75 ofthe Northern Ireland Act (1998), internal developments or community changes.
LanguageEnglish
Number of pages112
Publication statusPublished - Jan 2002

Fingerprint

organizational development
learning organization
interdependence
equity
workplace
fairness
profit
anxiety
small group
community
experience
citizenship
act
governance
staff
Society
event
present
resources

Keywords

  • Equity
  • Diversity
  • Interdependence
  • Organisational Learning
  • Reconciliation

Cite this

@book{1f87e9de6089431faf785798f9b96fe3,
title = "The Equity, Diversity and Interdependence Framework-A Framework for Organisational Learning and Development",
abstract = "The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emergedfrom the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteractwished to acknowledge, in some manner, those organisations that were consistentlychallenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and hreatening disputes fuelled by:• The failure to acknowledge difference and fairness in workplace relationships.• An avoidance of the reality that an organisation is made up of people who are shapedby the fears and tensions present in wider society.In 1991 Counteract and the ‘Understanding Conflict’ Project (University of Ulster),which evolved into the Future Ways Programme, began working together on seminarsand training events to support Counteract’s workplace initiatives. In 1997, FutureWays published a report entitled ‘A Worthwhile Venture? Practically Investing inEquity, Diversity and Interdependence’ which reframed community relations work interms of the three principles of Equity, Diversity and Interdependence. It was obvious that unless workplaces found ways of dealing with these fears and divisions, the long-term future of both workplaces and the region was at risk. It is now clear that as one of the few places where people meet across lines of division, the workplace carries a potential for change absent in many other areas in society.Whether they are ‘For-Profit’, Public or ‘Not-for-Profit’ organisations drawing onpublic resources or sentiment they carry a governance or citizenship role in contributingto building an inclusive society.This framework emerges out of these understandings. It is underpinned by ourconviction that a sustainable and prosperous society is underpinned by fairness(Equity), an acknowledgement of our differences (Diversity) and a relationalunderstanding of the ways in which we live and work together (Interdependence).The framework has been developed on the basis of an internal-external dialoguebetween an organisation and an external critical partner. The role of the externalpartner is to be the ‘grit in the oyster’, raising issues critical for the organisation. Thisrole may also be played by an internal group of staff mandated by the formal leadershipof the organisation.The framework can be used by small groups, teams and organisations committed tonurturing ‘good relations’ whether through legislative demands such as Section 75 ofthe Northern Ireland Act (1998), internal developments or community changes.",
keywords = "Equity, Diversity, Interdependence, Organisational Learning, Reconciliation",
author = "Karin Eyben and Duncan Morrow and Derick Wilson and Billy Robinson",
note = "Reference text: Argyris, C., On Organisational Learning, Blackwell, 1999 Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000. Cameron, J.C., Relationships and Interdependence in the Workplace, Belfast: Counteract & Future Ways, University of Ulster, 2001. CCETSW, Getting Off the Fence, Challenging Sectarianism in the Personal Social Services, Belfast. Eyben, K., Morrow, D. J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and nterdependence in Northern Ireland, University of Ulster, Coleraine, 1997. Kaptein, R , On the Way of Freedom, Dublin: Columba Press, 1993. Marshak, R., Managing the Metaphors of Change, Reflections - The SOL Journal, Vol. 2, No. 3, pp. 6-15 Morgan, G., Images of Organisation, pp.86-88 Senge. P., et al, Schools that Learn, Nicholas Brealey Publishing, 2000, p.412. Senge, P., The Leaders’s New Work: Building Learning Organisations, Sloan Management Review, Fall 1990, Vol. 32, No.1. p.8. Strengthening Leadership in the Public Sector - A Research Study by the PIU, Performance Improvement Unit, 2000. ww.cabinet-office.gov.uk/innovation/projects/projects.shtml The Parekh Report, The Future of Multi-Ethnic Britain, The Runnymeade Trust, 2000. P.106 UNICEF (1992) The ladder of participation adapted by OSDC Ltd Wright, F., Northern Ireland: A Comparative Analysis; Dublin: Gill & Macmillan, 1987.",
year = "2002",
month = "1",
language = "English",
isbn = "1-85923-160-8",

}

The Equity, Diversity and Interdependence Framework-A Framework for Organisational Learning and Development. / Eyben, Karin; Morrow, Duncan; Wilson, Derick; Robinson, Billy.

2002. 112 p.

Research output: Book/ReportBook

TY - BOOK

T1 - The Equity, Diversity and Interdependence Framework-A Framework for Organisational Learning and Development

AU - Eyben, Karin

AU - Morrow, Duncan

AU - Wilson, Derick

AU - Robinson, Billy

N1 - Reference text: Argyris, C., On Organisational Learning, Blackwell, 1999 Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000. Cameron, J.C., Relationships and Interdependence in the Workplace, Belfast: Counteract & Future Ways, University of Ulster, 2001. CCETSW, Getting Off the Fence, Challenging Sectarianism in the Personal Social Services, Belfast. Eyben, K., Morrow, D. J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and nterdependence in Northern Ireland, University of Ulster, Coleraine, 1997. Kaptein, R , On the Way of Freedom, Dublin: Columba Press, 1993. Marshak, R., Managing the Metaphors of Change, Reflections - The SOL Journal, Vol. 2, No. 3, pp. 6-15 Morgan, G., Images of Organisation, pp.86-88 Senge. P., et al, Schools that Learn, Nicholas Brealey Publishing, 2000, p.412. Senge, P., The Leaders’s New Work: Building Learning Organisations, Sloan Management Review, Fall 1990, Vol. 32, No.1. p.8. Strengthening Leadership in the Public Sector - A Research Study by the PIU, Performance Improvement Unit, 2000. ww.cabinet-office.gov.uk/innovation/projects/projects.shtml The Parekh Report, The Future of Multi-Ethnic Britain, The Runnymeade Trust, 2000. P.106 UNICEF (1992) The ladder of participation adapted by OSDC Ltd Wright, F., Northern Ireland: A Comparative Analysis; Dublin: Gill & Macmillan, 1987.

PY - 2002/1

Y1 - 2002/1

N2 - The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emergedfrom the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteractwished to acknowledge, in some manner, those organisations that were consistentlychallenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and hreatening disputes fuelled by:• The failure to acknowledge difference and fairness in workplace relationships.• An avoidance of the reality that an organisation is made up of people who are shapedby the fears and tensions present in wider society.In 1991 Counteract and the ‘Understanding Conflict’ Project (University of Ulster),which evolved into the Future Ways Programme, began working together on seminarsand training events to support Counteract’s workplace initiatives. In 1997, FutureWays published a report entitled ‘A Worthwhile Venture? Practically Investing inEquity, Diversity and Interdependence’ which reframed community relations work interms of the three principles of Equity, Diversity and Interdependence. It was obvious that unless workplaces found ways of dealing with these fears and divisions, the long-term future of both workplaces and the region was at risk. It is now clear that as one of the few places where people meet across lines of division, the workplace carries a potential for change absent in many other areas in society.Whether they are ‘For-Profit’, Public or ‘Not-for-Profit’ organisations drawing onpublic resources or sentiment they carry a governance or citizenship role in contributingto building an inclusive society.This framework emerges out of these understandings. It is underpinned by ourconviction that a sustainable and prosperous society is underpinned by fairness(Equity), an acknowledgement of our differences (Diversity) and a relationalunderstanding of the ways in which we live and work together (Interdependence).The framework has been developed on the basis of an internal-external dialoguebetween an organisation and an external critical partner. The role of the externalpartner is to be the ‘grit in the oyster’, raising issues critical for the organisation. Thisrole may also be played by an internal group of staff mandated by the formal leadershipof the organisation.The framework can be used by small groups, teams and organisations committed tonurturing ‘good relations’ whether through legislative demands such as Section 75 ofthe Northern Ireland Act (1998), internal developments or community changes.

AB - The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emergedfrom the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteractwished to acknowledge, in some manner, those organisations that were consistentlychallenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and hreatening disputes fuelled by:• The failure to acknowledge difference and fairness in workplace relationships.• An avoidance of the reality that an organisation is made up of people who are shapedby the fears and tensions present in wider society.In 1991 Counteract and the ‘Understanding Conflict’ Project (University of Ulster),which evolved into the Future Ways Programme, began working together on seminarsand training events to support Counteract’s workplace initiatives. In 1997, FutureWays published a report entitled ‘A Worthwhile Venture? Practically Investing inEquity, Diversity and Interdependence’ which reframed community relations work interms of the three principles of Equity, Diversity and Interdependence. It was obvious that unless workplaces found ways of dealing with these fears and divisions, the long-term future of both workplaces and the region was at risk. It is now clear that as one of the few places where people meet across lines of division, the workplace carries a potential for change absent in many other areas in society.Whether they are ‘For-Profit’, Public or ‘Not-for-Profit’ organisations drawing onpublic resources or sentiment they carry a governance or citizenship role in contributingto building an inclusive society.This framework emerges out of these understandings. It is underpinned by ourconviction that a sustainable and prosperous society is underpinned by fairness(Equity), an acknowledgement of our differences (Diversity) and a relationalunderstanding of the ways in which we live and work together (Interdependence).The framework has been developed on the basis of an internal-external dialoguebetween an organisation and an external critical partner. The role of the externalpartner is to be the ‘grit in the oyster’, raising issues critical for the organisation. Thisrole may also be played by an internal group of staff mandated by the formal leadershipof the organisation.The framework can be used by small groups, teams and organisations committed tonurturing ‘good relations’ whether through legislative demands such as Section 75 ofthe Northern Ireland Act (1998), internal developments or community changes.

KW - Equity

KW - Diversity

KW - Interdependence

KW - Organisational Learning

KW - Reconciliation

M3 - Book

SN - 1-85923-160-8

BT - The Equity, Diversity and Interdependence Framework-A Framework for Organisational Learning and Development

ER -