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Management article
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Reference no. 90213
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1990

Abstract

Affirmative action is based on a set of premises that badly need revising. White males are no longer dominant at every level of the corporation, while decades of attack have noticeably weakened racial and gender prejudices. Our traditional image of assimilating differences--the melting pot--is no longer valid. It''s a seller''s market for skills, and potential employees are refusing to be melted down. Companies must manage unassimilated diversity and get from it the same commitment, quality, and profit they once got from a homogeneous work force. We need to work not merely toward culture- and color-blindness but also toward an openly multicultural workplace that taps the full potential of every employee.

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Abstract

Affirmative action is based on a set of premises that badly need revising. White males are no longer dominant at every level of the corporation, while decades of attack have noticeably weakened racial and gender prejudices. Our traditional image of assimilating differences--the melting pot--is no longer valid. It''s a seller''s market for skills, and potential employees are refusing to be melted down. Companies must manage unassimilated diversity and get from it the same commitment, quality, and profit they once got from a homogeneous work force. We need to work not merely toward culture- and color-blindness but also toward an openly multicultural workplace that taps the full potential of every employee.

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