William J. Rothwell, PhD, SPHR, SHRM-SCP, RODC, CPTD Fellow, is Distinguished Professor in the Master of Professional Studies in Organization Development and Change program and also in the PhD program of Workforce Education and Development at the Pennsylvania State University. He has authored, coauthored, edited, and coedited 127 books since 1987. His recent books since 2017 include Organization Development (OD) Interventions: Executing Effective Organizational Change (Routledge, 2021); Virtual Coaching to Improve Group Relationships: Process Consultation Reimagined (Routledge, 2021); The Essential HR Guide for Small Business and Start Ups (Society for Human Resource Management, 2020); Increasing Learning and Development's Impact through Accreditation (Palgrave, 2020); Adult Learning Basics, 2nd ed. (Association for Talent Development, 2020) Workforce Development: Guidelines for Community College Professionals, 2nd ed. (Rowman-Littlefield, 2020); Human Performance Improvement: Building Practitioner Performance, 3rd ed. (Routledge, 2018); Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017), Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017), and Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD Practitioner (CRC Press, 2017).

Phillip L. Ealy, MPS, is a retired U.S. Army Officer where he spent time integrating women into previously restricted combat arms roles. He also developed U.S. and foreign militaries, building international coalitions. He works as the coaching coordinator for the Children, Youth, and Families at Risk (CYFAR) grant program. In this role, Ealy trains and develops coaches that work with land-grant universities on implementing government-funded programs for local communities. Ealy holds a Master of Professional Studies in Organization Development and Change and is finishing a PhD in Workforce Education and Development with an emphasis in human resource development and organization development from the Pennsylvania State University. He holds an undergraduate degree in communications from West Virginia State University.

Jamie Campbell, MEd, serves as the Assistant Dean for Diversity Enhancement Programs at the Smeal College of Business. He has served as a panelist on topics ranging from social justice to students' issues, and has been a keynote speaker for various leadership programs. He also serves as an advisor to several student organizations within the Smeal College of Business and continues to mentor graduates working in Fortune 500 companies. Campbell is a 1995 graduate of Morehouse College where he obtained his BA in sociology. He obtained his MEd with concentrations in adult education and instruction education from Central Michigan University in 2003. He is a PhD student in the Workforce Education and Development program with concentrations in organization design and human resource development at the Pennsylvania State University. His research focuses on successionplanning as a form of crisis management.

Preface....................................................................................................ix
Acknowledgments....................................................................................xv
About the Editors and Contributing Authors...............................................xvii
Advance Organizer....................................................................................xxv

PART I ESTABLISHING THE FOUNDATION FOR DE&I

Overview: What's in a Name?...................................................................... 3

WILLIAM BRENDEL

PART II A STEP-BY-STEP APPROACH TO IMPLEMENTING A DE&I EFFORT

1 Facilitating Transformative Learning.........................................13

WILLIAM BRENDEL

2 Step 1: Defining Your Organization's Culture............................35

PHILLIP L. EALY

3 Step 2: Clarifying the Role of Diversity, Equity, and

Inclusion in Shaping Culture......................................................45

NORM J. JONES

4 Step 3: Clarifying Who Has the Authority to Change Culture..... 57

S. RON BANERJEE

5 Step 4: Identifying and Defining the Pipeline...........................73

CATHERINE HAYNES

6 Step 5: Developing Talent...........................................................87

MICHELE MCBRIDE

7 Step 6: Navigating Emotions and Other Relational

Dynamics..................................................................................107

MARIE CARASCO

8 Step 7: Showcasing Your Organization's Talent........................123

MARIE CARASCO

9 Step 8: Promoting Your Organization's Talent.........................141

BARBARA R. HOPKINS

10 Step 9: Developing Employee Resource Groups....................... 151

WAYNE GERSIE

11 Step 10: Evaluating Your Processes.......................................... 171

CHRISTINA PETTEY

PART III FUTURE TRENDS IN DE&I

12 Trends in Diversity, Equity, and Inclusion...............................193

JAMIE CAMPBELL

PART IV RESOURCES TO SUPPORT

IMPLEMENTATION OF A DE&I EFFORT

Appendix A: Glossary......................................................................209

Appendix B: Diversity, Equity, and Inclusion (DE&I) Audit...........211

WILLIAM J. ROTHWELL

Appendix C: Resources for Diversity, Equity and Inclusion

(DE&I)............................................................................................. 215

Appendix D: Frequently Asked Questions (FAQs) about

Diversity, Equity, and Inclusion......................................................223

JAMIE CAMPBELL, PHILLIP L. EALY, AND WILLIAM J. ROTHWELL

Appendix E: Tools to Guide Implementation..................................229

PHILIP L. EALY AND WILLIAM J. ROTHWELL

Index...............................................................................................243