学习-效能范式 / Learning-and-effectiveness paradigm

「释义」

学习-效能范式着重于整合组织中不同人群深层次的差异，例如人格、态度、信念和价值观。

「应用场景」

我们将这种方式称为学习-效能范式。我们论证了培养一种以学习为导向的多样化，也就是人们利用自身作为某个特殊身份群体的经验重新看待工作任务、产品、业务流程和企业规范，有利于公司提高效能。

We called this approach the learning-and-effectiveness paradigm. We argued that cultivating a learning orientation toward diversity—one in which people draw on their experiences as members of particular identity groups to reconceive tasks, products, business processes, and organizational norms—enables companies to increase their effectiveness.

问题在于，差不多25年后，绝大多数企业在多样性方面未能采用学习导向的方式，也没有获得多大益处。商业领袖和多样化倡导者却在推行一种基于经验主义、简单化且未经证实的商业论证，曲解或者忽略了大量研究已证明的事情：在员工比例方面，增加传统意义上弱势群体的人数难以自动产生收益。在其他方面如常不变的情况下，采用“添加多样化，然后搅拌均匀”的方式无法刺激企业效能或财务表现产生飞跃。

The problem is that nearly 25 years later, organizations have largely failed to adopt a learning orientation toward diversity and are no closer to reaping its benefits. Instead, business leaders and diversity advocates alike are advancing a simplistic and empirically unsubstantiated version of the business case. They misconstrue or ignore what abundant research has now made clear: Increasing the numbers of traditionally underrepresented people in your workforce does not automatically produce benefits. Taking an “add diversity and stir” approach, while business continues as usual, will not spur leaps in your firm’s effectiveness or financial performance.

以上文字选自《哈佛商业评论》中文版2020年11月刊《严肃对待多样性》

罗宾·伊利（Robin J. Ely） 戴维·托马斯（David A. Thomas）丨文

马冰仑 丨编辑