The Equity, Diversity and Interdependence Framework: A Framework for Organisational Learning and Change.

Karin Eyben, Duncan Morrow, Derick Wilson

Research output: Book/ReportBook

Abstract

The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emerged from the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteract wished to acknowledge, in some manner, those organisations that were consistently challenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and threatening 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 shaped by 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 seminars and training events to support Counteract’s workplace initiatives. In 1997, Future Ways published a report entitled ‘A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence’which reframed community relations work in terms of the three principles of Equity, Diversity and Interdependence. Pascal McCulla joined the project in 2000, on secondment from the Department of Finance and Personnel, to test this Framework with a number of different partner organisations. In an increasingly divided society, 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 on public resources or sentiment they carry a governance or citizenship role in contributing to building an inclusive society. This framework emerges out of these understandings. It is underpinned by our conviction that a sustainable and prosperous society is underpinned by fairness (Equity), an acknowledgement of our differences (Diversity) and a relational understanding of the ways in which we live and work together (Interdependence). The framework has been developed on the basis of an internal-external dialogue between an organisation and an external critical partner. The role of the external partner is to be the ‘grit in the oyster’, raising issues critical for the organisation. This role may also be played by an internal group of staff mandated by the formal leadership of the organisation. The framework can be used by small groups, teams and organisations committed to nurturing ‘good relations’ whether through legislative demands such as Section 75 of the Northern Ireland Act (1998), internal developments or community changes. New initiatives often start off small with discrete groups of people. This framework is about supporting fragile experiments as well as wider organisational change programmes.
LanguageEnglish
Number of pages112
Publication statusPublished - 2002

Fingerprint

learning organization
organizational change
interdependence
equity
workplace
fairness
profit
anxiety
small group
community
personnel
finance
experience
citizenship
Group
dialogue
act
Society
leadership
governance

Keywords

  • Equity
  • Diversity
  • Interdependence
  • Organisational Learning
  • Organisational Change
  • Reconciliation
  • Community Relations
  • Sectarianism
  • Racism

Cite this

@book{a22be669c181423f87d3f6302cd4cb56,
title = "The Equity, Diversity and Interdependence Framework: A Framework for Organisational Learning and Change.",
abstract = "The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emerged from the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteract wished to acknowledge, in some manner, those organisations that were consistently challenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and threatening 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 shaped by 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 seminars and training events to support Counteract’s workplace initiatives. In 1997, Future Ways published a report entitled ‘A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence’which reframed community relations work in terms of the three principles of Equity, Diversity and Interdependence. Pascal McCulla joined the project in 2000, on secondment from the Department of Finance and Personnel, to test this Framework with a number of different partner organisations. In an increasingly divided society, 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 on public resources or sentiment they carry a governance or citizenship role in contributing to building an inclusive society. This framework emerges out of these understandings. It is underpinned by our conviction that a sustainable and prosperous society is underpinned by fairness (Equity), an acknowledgement of our differences (Diversity) and a relational understanding of the ways in which we live and work together (Interdependence). The framework has been developed on the basis of an internal-external dialogue between an organisation and an external critical partner. The role of the external partner is to be the ‘grit in the oyster’, raising issues critical for the organisation. This role may also be played by an internal group of staff mandated by the formal leadership of the organisation. The framework can be used by small groups, teams and organisations committed to nurturing ‘good relations’ whether through legislative demands such as Section 75 of the Northern Ireland Act (1998), internal developments or community changes. New initiatives often start off small with discrete groups of people. This framework is about supporting fragile experiments as well as wider organisational change programmes.",
keywords = "Equity, Diversity, Interdependence, Organisational Learning, Organisational Change, Reconciliation, Community Relations, Sectarianism, Racism",
author = "Karin Eyben and Duncan Morrow and Derick Wilson",
note = "Reference text: 2.Rao A., et al ,Gender at Work - Organisational Change for Equality, Kumarian Press, pp.xii-xiii..,1999. 3 Eyben, K., Morrow, D. J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence in Northern Ireland, University of Ulster, Coleraine, 1997. 5 Strengthening Leadership in the Public Sector - A Research Study by the PIU, Performance Improvement Unit, 2000. www.cabinet-office.gov.uk/innovation/projects/projects.shtml 6. Quoted in seminar with Chief Executives Forum, Belfast, 13 June 2001. 7. Also see The Parekh Report, The Future of Multi-Ethnic Britain,The Runnymeade Trust, 2000. This report identified three central concepts: equality, diversity and cohesion as concepts that need ‘to be consistently and constantly central in government policy and decision making’. P.106. 8 Senge. P., et al, Schools that Learn,Nicholas Brealey Publishing, 2000, p.412. 9 Op. cit., p.34 10 Argyris, C., On Organisational Learning, Blackwell, 1999 11 Peter Senge at a Society for Organizational Learning seminar, Babson College, December 2000. 12 K. Eyben, D. Morrow & D. Wilson are research members of the Society for Organizational Learning. 13 Senge, P., The Leaders’s New Work: Building Learning Organisations,Sloan Management Review, Fall 1990, Vol. 32, No.1. p.8. 14 From a workshop, in Belfast, with Dave Brubaker, Co-operative by Design, Phoenix, March 2000. 15 Adapted from Senge, P., Schools That Learn, p.96 16 Adapted from Argyris, C., On Organisational Learning, p.68 17 Morgan, G., Images of Organisation, pp.86-88 18 CCETSW, Getting Off the Fence, Challenging Sectarianism in the Personal Social Services, Belfast: CCETSW (NI) (see page 26 - 29 on Professionalism), 1998. 19 Marshak, R., Managing the Metaphors of Change, Reflections - The SOL Journal, Vol. 2, No. 3, pp. 6-15 20 Op. cit., p.7 21 As quoted by Jean Horstman at the NICS, Permanent Secretaries’ Diversity Working Group Workshop, June 2001, Belfast. 22 Table adapted from Marshak J.R., Managing the Metaphors of Change, Reflections, The SOL Journal, Vol. 2, No. 3, P.11. 23 M.L. King Jr., Letter from Birmingham Jail, American Versions, pp.52-59 quoted in Senge, P., The Leader’s New Work: Building Learning Organisations, References cited, P.9, January-February 1986. 24 See Page 14 - 15, Eyben, K., Morrow,D.J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence in Northern Ireland, University of Ulster, Coleraine, 1997.25 Kaptein, R , On the Way of Freedom, Dublin: Columba Press, 1993. 26 Wright, F., Northern Ireland: A Comparative Analysis; Dublin: Gill & Macmillan, 1987. Cameron, J.C., Relationships and Interdependence in the Workplace,Belfast: Counteract & Future Ways, University of Ulster, 2001. 29 A Question put by Christoph Kopke, CEO, Daimler Chrysler, South Africa , at the EFQM Conference - Istanbul, 2000. 30 Senge, P., “The Leader’s New Work: Building Learning Organisations” Sloan Management Review, Vol. 32. No 1, p.10., Fall 1990. Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000. 32 Adapted from Senge, P., et al, The Dance of Change, Doubleday Publishing, pp., 16-18, 1999. 33 See UNICEF model in Appendix C (Ladder of Participation) 34 Birmingham Council Officer in a workshop for staff from Northern Ireland, October 1999. 36 See UNICEF model in Appendix C (Ladder of Participation) 37 Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000 38 Kakabadse, A.P., Kakabadse, N., Essence of Leadership, International Thomson Business, London. 1999. 39Model adapted from Senge. P., et al, Schools that Learn,Nicholas Brealey Publishing, 2000, p.412. 40 Source: UNICEF (1992) adapted by OSDC Ltd.",
year = "2002",
language = "English",
isbn = "ISBN 1-85923-160-8",

}

The Equity, Diversity and Interdependence Framework: A Framework for Organisational Learning and Change. / Eyben, Karin; Morrow, Duncan; Wilson, Derick.

2002. 112 p.

Research output: Book/ReportBook

TY - BOOK

T1 - The Equity, Diversity and Interdependence Framework: A Framework for Organisational Learning and Change.

AU - Eyben, Karin

AU - Morrow, Duncan

AU - Wilson, Derick

N1 - Reference text: 2.Rao A., et al ,Gender at Work - Organisational Change for Equality, Kumarian Press, pp.xii-xiii..,1999. 3 Eyben, K., Morrow, D. J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence in Northern Ireland, University of Ulster, Coleraine, 1997. 5 Strengthening Leadership in the Public Sector - A Research Study by the PIU, Performance Improvement Unit, 2000. www.cabinet-office.gov.uk/innovation/projects/projects.shtml 6. Quoted in seminar with Chief Executives Forum, Belfast, 13 June 2001. 7. Also see The Parekh Report, The Future of Multi-Ethnic Britain,The Runnymeade Trust, 2000. This report identified three central concepts: equality, diversity and cohesion as concepts that need ‘to be consistently and constantly central in government policy and decision making’. P.106. 8 Senge. P., et al, Schools that Learn,Nicholas Brealey Publishing, 2000, p.412. 9 Op. cit., p.34 10 Argyris, C., On Organisational Learning, Blackwell, 1999 11 Peter Senge at a Society for Organizational Learning seminar, Babson College, December 2000. 12 K. Eyben, D. Morrow & D. Wilson are research members of the Society for Organizational Learning. 13 Senge, P., The Leaders’s New Work: Building Learning Organisations,Sloan Management Review, Fall 1990, Vol. 32, No.1. p.8. 14 From a workshop, in Belfast, with Dave Brubaker, Co-operative by Design, Phoenix, March 2000. 15 Adapted from Senge, P., Schools That Learn, p.96 16 Adapted from Argyris, C., On Organisational Learning, p.68 17 Morgan, G., Images of Organisation, pp.86-88 18 CCETSW, Getting Off the Fence, Challenging Sectarianism in the Personal Social Services, Belfast: CCETSW (NI) (see page 26 - 29 on Professionalism), 1998. 19 Marshak, R., Managing the Metaphors of Change, Reflections - The SOL Journal, Vol. 2, No. 3, pp. 6-15 20 Op. cit., p.7 21 As quoted by Jean Horstman at the NICS, Permanent Secretaries’ Diversity Working Group Workshop, June 2001, Belfast. 22 Table adapted from Marshak J.R., Managing the Metaphors of Change, Reflections, The SOL Journal, Vol. 2, No. 3, P.11. 23 M.L. King Jr., Letter from Birmingham Jail, American Versions, pp.52-59 quoted in Senge, P., The Leader’s New Work: Building Learning Organisations, References cited, P.9, January-February 1986. 24 See Page 14 - 15, Eyben, K., Morrow,D.J., Wilson, D.A., A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence in Northern Ireland, University of Ulster, Coleraine, 1997.25 Kaptein, R , On the Way of Freedom, Dublin: Columba Press, 1993. 26 Wright, F., Northern Ireland: A Comparative Analysis; Dublin: Gill & Macmillan, 1987. Cameron, J.C., Relationships and Interdependence in the Workplace,Belfast: Counteract & Future Ways, University of Ulster, 2001. 29 A Question put by Christoph Kopke, CEO, Daimler Chrysler, South Africa , at the EFQM Conference - Istanbul, 2000. 30 Senge, P., “The Leader’s New Work: Building Learning Organisations” Sloan Management Review, Vol. 32. No 1, p.10., Fall 1990. Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000. 32 Adapted from Senge, P., et al, The Dance of Change, Doubleday Publishing, pp., 16-18, 1999. 33 See UNICEF model in Appendix C (Ladder of Participation) 34 Birmingham Council Officer in a workshop for staff from Northern Ireland, October 1999. 36 See UNICEF model in Appendix C (Ladder of Participation) 37 Boyle, D., The Tyranny of Numbers - Why Counting Can’t Make Us Happy, Harper Collins Publisher, p.40., 2000 38 Kakabadse, A.P., Kakabadse, N., Essence of Leadership, International Thomson Business, London. 1999. 39Model adapted from Senge. P., et al, Schools that Learn,Nicholas Brealey Publishing, 2000, p.412. 40 Source: UNICEF (1992) adapted by OSDC Ltd.

PY - 2002

Y1 - 2002

N2 - The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emerged from the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteract wished to acknowledge, in some manner, those organisations that were consistently challenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and threatening 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 shaped by 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 seminars and training events to support Counteract’s workplace initiatives. In 1997, Future Ways published a report entitled ‘A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence’which reframed community relations work in terms of the three principles of Equity, Diversity and Interdependence. Pascal McCulla joined the project in 2000, on secondment from the Department of Finance and Personnel, to test this Framework with a number of different partner organisations. In an increasingly divided society, 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 on public resources or sentiment they carry a governance or citizenship role in contributing to building an inclusive society. This framework emerges out of these understandings. It is underpinned by our conviction that a sustainable and prosperous society is underpinned by fairness (Equity), an acknowledgement of our differences (Diversity) and a relational understanding of the ways in which we live and work together (Interdependence). The framework has been developed on the basis of an internal-external dialogue between an organisation and an external critical partner. The role of the external partner is to be the ‘grit in the oyster’, raising issues critical for the organisation. This role may also be played by an internal group of staff mandated by the formal leadership of the organisation. The framework can be used by small groups, teams and organisations committed to nurturing ‘good relations’ whether through legislative demands such as Section 75 of the Northern Ireland Act (1998), internal developments or community changes. New initiatives often start off small with discrete groups of people. This framework is about supporting fragile experiments as well as wider organisational change programmes.

AB - The genesis for the Equity, Diversity and Interdependence Framework (EDIF) emerged from the different practices and experiences of Counteract and Future Ways. As an organisation committed to challenging sectarianism in the workplace, Counteract wished to acknowledge, in some manner, those organisations that were consistently challenging intimidation. This early vision was driven by workplace experiences of resolving often dangerous and threatening 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 shaped by 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 seminars and training events to support Counteract’s workplace initiatives. In 1997, Future Ways published a report entitled ‘A Worthwhile Venture? Practically Investing in Equity, Diversity and Interdependence’which reframed community relations work in terms of the three principles of Equity, Diversity and Interdependence. Pascal McCulla joined the project in 2000, on secondment from the Department of Finance and Personnel, to test this Framework with a number of different partner organisations. In an increasingly divided society, 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 on public resources or sentiment they carry a governance or citizenship role in contributing to building an inclusive society. This framework emerges out of these understandings. It is underpinned by our conviction that a sustainable and prosperous society is underpinned by fairness (Equity), an acknowledgement of our differences (Diversity) and a relational understanding of the ways in which we live and work together (Interdependence). The framework has been developed on the basis of an internal-external dialogue between an organisation and an external critical partner. The role of the external partner is to be the ‘grit in the oyster’, raising issues critical for the organisation. This role may also be played by an internal group of staff mandated by the formal leadership of the organisation. The framework can be used by small groups, teams and organisations committed to nurturing ‘good relations’ whether through legislative demands such as Section 75 of the Northern Ireland Act (1998), internal developments or community changes. New initiatives often start off small with discrete groups of people. This framework is about supporting fragile experiments as well as wider organisational change programmes.

KW - Equity

KW - Diversity

KW - Interdependence

KW - Organisational Learning

KW - Organisational Change

KW - Reconciliation

KW - Community Relations

KW - Sectarianism

KW - Racism

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M3 - Book

SN - ISBN 1-85923-160-8

BT - The Equity, Diversity and Interdependence Framework: A Framework for Organisational Learning and Change.

ER -