Diversity

Managers can help employees turn fears into fleeting thoughts as opposed to permanent restraints.

This issue of MIT SMR focuses on creating and managing successful, engaged teams in a pandemic-changed world.

Managers need more thoughtful and effective data collection practices to advance DEI in their organizations.

Strategy experts weigh whether companies should expect monetary returns from diversity, equity, and inclusion investments.

Many organizations keep spinning their wheels with sensitivity training. There’s a better way to address systemic bias.

Mentors can help redefine the rhetoric of success that rewards work at the cost of well-being.

MIT SMR’s fall 2022 issue includes articles on board refreshment, collaborative relationships, and management skills.

Analysis shows that women in senior leadership are largely stuck in support functions, not moving into key operating roles.

Many companies are just going through the motions of recruiting more diverse board members. That needs to change.

An excerpt from Daisy Auger-Domínguez’s new book Inclusion Revolution offers strategies for building diversity in the organization.

Trailblazers have the power to lead change. Organizations should embrace and amplify these anomalous employees.

This issue of MIT SMR looks at corporate values and purpose, risk management, and the role of the CFO in acquisitions.

A new model for developing diversity, equity, and inclusion in the organization can increase employee satisfaction.

New research examines the challenges of leading and coordinating workforces that increasingly rely on external contributors.

When leaders recognize the perspectives of overlooked populations, it opens up opportunities for innovation and change.

To build diverse and inclusive business ecosystems, companies must move beyond performative allyship.

Stephanie Creary discusses the practices that underlie positive workplace diversity, equity, and inclusion outcomes.

Workers’ creativity will provide job security — even as robots take on parts of their roles.

Day Two of MIT SMR’s Work/22 symposium included discussions of workplace culture, good jobs, and employee development.

Day One of MIT SMR’s Work/22 symposium included discussions of employee activism, DEI best practices, and collaboration.