Abstract
The U.S. Intelligence Community has sought to diversify its workforce for decades. Both proponents and opponents of diversity, equity, and inclusion (DEI) initiatives have advanced a functionalist, “business case” approach to the assessment of DEI initiatives that undermines DEI’s moral and ethical dimensions as well as its benefits under the right conditions. This article moves beyond the business case to present resources for intelligence stakeholders in cultivating strategic, systemic, and sustainable approaches to diversity management.
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