Planning for Diversity

Planning for Diversity: Options and Recommendations for DoD Leaders

Nelson Lim
Michelle Cho
Kimberly Curry
Copyright Date: 2008
Edition: 1
Published by: RAND Corporation
Pages: 130
https://www.jstor.org/stable/10.7249/mg743osd
  • Cite this Item
  • Book Info
    Planning for Diversity
    Book Description:

    Discusses initial steps that the Department of Defense (DoD) should take in developing a department-wide strategic plan to achieve greater diversity within its active duty and civilian leadership. Key questions include how diversity will be defined, how progress toward diversity will be measured, and how DoD leaders will hold themselves and others accountable for such progress. Includes a summary of findings from the 2007 DoD Diversity Summit.

    eISBN: 978-0-8330-4533-1
    Subjects: Political Science, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-vi)
  4. Figure and Tables
    (pp. vii-viii)
  5. Summary
    (pp. ix-xvi)
  6. Acknowledgments
    (pp. xvii-xviii)
  7. Abbreviations
    (pp. xix-xx)
  8. CHAPTER ONE Introduction
    (pp. 1-10)

    President Harry S. Truman ended racial segregation in the military by issuing Executive Order 9981 in 1948. Over the past 60 years, the U.S. Department of Defense (DoD) has overcome numerous challenges in maintaining and promoting racial and ethnic diversity, and the department has served as a model for racial integration, providing a “bridging environment” for minorities seeking upward mobility (Moore and Webb, 2000).

    Contemporary military leaders regard effective diversity management as critical to national security. In fact, in 2003, 29 former military and civilian leaders of DoD—including several retired four-star generals, chairmen of the Joint Chiefs of Staff,...

  9. CHAPTER TWO Vision
    (pp. 11-24)

    In its simplest form, the vision answers the questions, “Where do you want to go?” and “What will success look like?” It serves as the anchor to the strategic plan, differentiating it from long-range planning by depicting a new, idealized image of what the organization can be in the future. This responsibility falls entirely on the top leadership, who are positioned to initiate and sustain institutional change. Effective vision statements—those most likely to be implemented and adapted over time—are comprehensive yet detailed, such that they inspire action from all corners of the organization.¹ The vision ought to be...

  10. CHAPTER THREE Mission and Goals
    (pp. 25-34)

    The mission articulates the identity of the organization, its reason for being (Goodstein, Nolan, and Pfeiffer, 1993). For members of the organization, it serves as a unifying thread that ties their day-to-day work with the organization’s purpose and role in society. Some key questions that ought to be answered in developing a mission are

    What function does the organization perform?

    For whom does the organization perform this function?

    How does the organization go about fulfilling this function?

    Why does the organization exist?

    Within the strategic planning process, the mission (if preexisting) is often tested, or sometimes even re-created, to ensure...

  11. CHAPTER FOUR Strategies
    (pp. 35-44)

    This chapter explores strategies, which will give shape to implementation of the strategic plan and provide a roadmap for achieving established goals. A strategy can be defined as a specific policy deriving from the “strategy formulation process” (Goodstein, Nolan, and Pfeiffer, 1993). In other words, a policy is a strategy if it is deliberate and is associated with a bigger picture of where the organization is headed. This definition reinforces the top-down process of strategy development, so that strategies do not steer the organization in an unintended direction. This is a critical point, because strategic plans are often derailed when...

  12. CHAPTER FIVE Measurement and Evaluation
    (pp. 45-54)

    The strategic planning process does not end once the tasks have been determined and assigned. It continues with a plan for monitoring and evaluating the implementation, which will inform the planners of its progress and address the question, “How will you know you got there?” Too often, diversity initiatives suffer in the long run or are prematurely ended because of the absence of empirical evidence of effectiveness. Evaluation will also help identify efforts that appear to be more effective than others; information on returns on investment is especially helpful in resource allocation decisions. Additionally, evaluation and assessment can be the...

  13. CHAPTER SIX Recommendations
    (pp. 55-60)

    The scope of our work is to facilitate the development of a strategic plan to achieve greater diversity among DoD active duty and civilian leadership. This report is intended to provide senior DoD leaders strategic options in developing the plan for department-wide diversity. Recognizing that the senior leadership’s full and sustained ownership of the strategic plan is critical for its success, we offer some recommendations on both the planning process and subsequent implementation. These recommendations are based on what we have learned from the literature, the presentations and discussions at the DoD Diversity Summit, and our previous work with DoD...

  14. APPENDIX Summary of Discussions from the 2007 DoD Diversity Summit
    (pp. 61-104)
  15. Bibliography
    (pp. 105-110)