Emulation of best practices has been central to the development of diversity and inclusion in the United States. Myriad conferences, on-line resources and print journals, even distinguished organizations are devoted to promulgating best practices. Yet, a focus on best practices may be stymieing the development of diversity and inclusion.
Numerous studies cite the importance of top management commitment as a critical variable in successfully recruiting, hiring, retaining, developing, and advancing diverse employees. 1 If the top of the power structure in an organization is not committed, then a diversity initiative is unlikely to gain the momentum and rise high enough on the priority list to be taken seriously and to gain the attention and commitment of the middle and front line managers who will make it succeed.