Leadership for Democracy: The
Managing Diversity Intervention
In a 1992 address to the officers of CoreStates Financial Corp, CoreStates Chairman Terrence A. Larsen said bluntly:
It has been painfully obvious this year that our nation has significant areas of utter failure in interpersonal relationships. There is profound inequity, lack of respect, and even deep hatred among different groups of Americans. We cannot be satisfied with allowing CoreStates to mirror society in these vital relationships. We must do better than that . . . we must be leaders.
In the CoreStates I envision, everyone will be treated with respect and courtesy and caring--whether they work at one of our banks or at the holding company, man or woman, black or white, whether staff or line-- everyone will be well-treated. 1
Larsen came to our consulting firm, Elsie Y. Cross Associates, Inc., for help in turning his vision into reality. We responded by introducing him to our philosophy of change, embodied in an organizational-change strategy we call the "Managing Diversity Intervention."
In this chapter I review briefly the components of the intervention. In subsequent chapters, I look at what in my own life experiences led me to envision this strategy, how the theory and the practice grew, and
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Publication information: Book title: Managing Diversity--The Courage to Lead. Contributors: Elsie Y. Cross - Author. Publisher: Quorum Books. Place of publication: Westport, CT. Publication year: 2000. Page number: 1.
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