Diversity management through a neuro-scientific lens

Abstract

Purpose – Introduces the emerging evidence from the neurosciences and provides an account of how it is causing a learning and development practitioner to re-evaluate understanding of human diversity and therefore diversity management within organizations. Design/methodology/approach – Defines neuroplasticity and identifies four of the key findings before moving on to consider what this suggests about human diversity. Findings – Shows an application of this new knowledge to diversity management as a way of exploring how the concept of collective intelligence could lead to a transformation of this new knowledge into organizational development practices that meet the needs of all people. Practical implications – Advances the view that if organizations can find a way to connect people, places and ideas in a way that generates a deeper appreciation of the value proposition inherent in human diversity, the business case will make itself. Social implications – Recognizes the need for a collective intelligence that has the “potential to liberate us from the social and political hierarchies that have stood in the way of mankind’s advancement”. Originality/value – Claims that this new science of learning has the potential to create a revelation of personal constructs in a way that leads to a safe revolution in the way we view and appreciate each other.