requires not only the age-old knowledge and kindness but also new feats of
empathy and imagination.

To recognize the special challenges of regeneration in a diverse work-
place or educational setting is -- to say the least -- not to plead for a return to
homogeneity. On the contrary, we know beyond a shadow of doubt that di-
versity can enhance organizational effectiveness. As any number of studies
here at Catalyst have shown, the most vibrant organizations are those in
which women as well as men assume positions of leadership and in which
many cultures are represented and respected.

The demographics of America today and in the next century leave little
hope or desire for continued organizational cloning. Change is not a matter
of political correctness. Change is an imperative.

Good solid research provides us with the tools for making the most of
change. That is why Mentoring Dilemmas: Developmental Relationships
Within Multicultural Organizations is such an important book. Presenting the
latest concepts and empirical work on questions of developmental relation-
ships in organizations, Mentoring Dilemmas represents a splendid marriage
between the ivory tower and the real world.

In Mentoring Dilemmas: Developmental Relationships Within Multicultural
Organizations, a number of noted researchers discuss what scholars have
found and are now finding to be true about mentors within their various
roles in today's colleges and businesses. The findings are presented in ways
that are useful not only to students but to educators, businesswomen, and
businessmen as well. A look at a few representative chapters shows the un-
ion of theory and practice. Take, for example, Gibson and Cordova's (chap.
7) finding that visible women role models increased the number of women
role models that men identified but not the number that women identified.
Consider Blake's (chap. 5) conclusion that African American women in
business trust White men to help them advance more than they trust White
women. Imagine the implications of Crosby's (chap. 1) suggestion that to
emphasize the emotional connection between the senior person and the
more junior protégé -- that is, to stress what most people mean by
mentoring -- is potentially to disadvantage women and minority men.

For much of my career, I worked in academic environments, largely in the
Public Health and Psychiatry Departments at Yale. More recently, I moved
from Yale to Catalyst to become its second President. At Catalyst, we work
with corporations to effect positive changes on gender issues. I certainly
know from both sets of experiences the importance of diversified mentoring
relationships to organizations and individuals. It delights me to celebrate the

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