An Organization Without Walls

Editor's Notes

• #3: Boundaryless behavior is a state of mind that originated from Jack Welch, CEO of GE. He used it to define his overall business model of a “boundaryless organization,” or rather, a business without walls wherein anyone is able to interact and network, share ideas and practices – all to meet the client’s ever-changing needs, at the “highest degree possible” (Boundarylessness Performance Consultancy). Boundarylessness in behaviors implies that change is good, and that professionals enhancing portfolios, or roles within an organization, require a heightened level of self-confidence, initiative and innovation, along with a goal-seeking persona. These individuals’ drive and focus is derived not in winning, but on finding workable solutions that will ultimately depend on how the public views the organization as a whole (Boundarylessness Performance Consultancy).
• #4: Some common examples of biases include a) the belief that a woman is less competent than a man; b) that women are better chefs; c) that fathers are not as ‘good’ at parenting; d) that women cannot throw a football; e) that disabled individuals are unable to become someone other than a person with a handicap; or, that f) a person with AIDS is a gay male.
• #5: So how does a leader keep bias out of hiring practices? By taking away the “one size fits all” approach to hiring potential candidates for employment. Not everyone is capable of performing at the same level; thus implementing a personnel system for hiring that incorporates the nature of the job, complexities of the position, the working environment, etc. are a few of the factors that should be considered when hiring or promoting employees (Bielby, 2000).
• #7: Many organizations have used the IAT or a similar test to assess implicit attitudes of employees and potential candidates for employment (Zeigert, & Hanges, 2005). The test determines latency in answering a variety of questions that can predict discriminatory behaviors (emphasis added) in individuals as well as hidden or unconscious biases (Greenwald et al., 2003). It is assumed, based upon the IAT information, that bias affects behavior. The American Psychological Association (2008) suggests that though the IAT certainly has its benefits to understanding and recognizing bias, there are still some scholars who posit that cognitive word associations used in the IAT can lead to “implicit bias” which may contribute to discrimination, even in the subtlest of forms (Azar, 2008).
• #8: How can individuals work through their unconscious biases? By becoming proactive in recognizing and understanding diversity as it exists among people and within the environment Through self-awareness, i.e. ‘keeping it real’ and knowing that everyone is biased. Bias in the workplace can involve something as mundane as an individual who sees two new-hires, one who is a woman and the other, a man. The bias occurs when an individual assumes that the woman is the secretary and the man is the new head of Labor Relations when in reality, the opposite is true. Another example is when it is assumed that older employees are less capable of productivity an innovation. These examples of bias can lead to stereotyping, prejucide, and discrimination.
• #9: Bias, as stated, provides a foundation for prejudice, stereotyping and even discrimination (Bucher, 2008).
• #10: Bias, as stated, provides a foundation for prejudice, stereotyping and even discrimination (Bucher, 2008). Prejudice is a learned behavior and behaviors, whether positive or negative, are contagious. Many individuals conform to negative behaviors and prejudice of others to “obey” or to comply with some type of authority figure, rules or belief system (Milgram, 1978).
• #12: Cognitive dissonance occurs with tensions that are associated with poor behaviors and prejudice; thus the need to rationalize in an attempt to explain actions and beliefs (Milgram, 1978). For those experiencing the prejudice of others there are often feelings of shame, self-doubt, low self-worth, depression – or anger. Unfortunately, the effects of prejudice can leave a lasting impression that has the potential to lead to bias, stereotyping and discrimination by individuals who have experienced prejudice first-hand (Milgram, 1978).
• #13: The Bad: Habitual stereotyping can sustain stereotypes. In these situations, people are motivated to be part of the ‘popular crowd’ thus safeguarding the “in” group clique, per se. This type of negative behavior encourages stereotyping that has been formed by bias (Fiske, 1998). Stereotypes can also affect others in ‘good ways’ by learning to control their biases by acknowledging that actions and behaviors can be hurtful to others, even if not intentional. While this sounds easy enough, making the hard choice to redirect behaviors and actions, such as those associated with stereotyping and bias, is easier said than done; it is a difficult choice to make, especially for young people.
• #15: Reports of discrimination complaints should be handled with fairness and respect, and should be dealt with and/or investigated within a reasonable time frame (The Victorian Equal Opportunity and Human Rights Commission). Most discrimination occurs based on a characteristic that an individual assumes about another person which that particular individual objects to or disagrees with. Remember, bias is the foundation for prejudice, stereotype, and discrimination. Some characteristics of discrimination include (but are not limited to): age, sex/gender, gender identity, sexual orientation, marital status, disability, political beliefs, religion, etc. (The Victorian Equal Opportunity and Human Rights Commission).
• #17: Workplace affinity groups offer employees an opportunity to network with other employees from culturally diverse populations; thus increasing awareness as well as an open-minded outlook on diversity (Mayhew). The goal is to use these groups as a preventive measure against workplace stereotyping.