Case Study 2 (Experiential Exercise 1, p. 140)

Conley is the CEO of a major academic medical center in the Midwestern United States. He is a middle-aged white male who has more than 20 years of management experience. Conley is not only the CEO but is also the chief diversity officer for his organization. One afternoon while sitting at his desk, one of Conley's vice presidents notices an attractive young African -American woman walking by with a shiny diamond stud in her lip. His gut reaction was "No way... He stands up and heads for his door to tell the woman that the lip stud had to go. Just at that moment, Conley, the CEO, happens (to walk) by. He points to the woman and says, "That young woman does a great job. I did not realize she was in your department. We need to make sure we keep her. In this moment, the vice president came face-to-face with the differences between personal preference and job performance. As the leader of an organization gains in diversity effectiveness, the organization as a whole gains, as do the employees of the medical center, at least those who are paying attention. Later that afternoon, Conley met with the executive team at a strategic planning session. At the end of the session, he offered some closing comments. He said, I have been thinking of requirements. The world is changing, our industry is changing, our community is changing, and I am not certain what requirements we need for our team of the future."

Answer the following 3 questions:

1. What are some of the hidden biases or personal filters we each possess?

2. How do stereotypes filter a persons perceptions of others?

3. How can an individual begin a discussion about diversity and inclusion without intense