Framework for Diversity Success: From Micro-Inequities to Building a Culture of Respect, Trust and Greater Understanding

11/19/15

More than 50 May staff packed a room at corporate headquarters while others from across the country joined via teleconference for the panel discussion, “Framework for Diversity Success: From Micro-Inequities to Building a Culture of Respect, Trust and Greater Understanding.” Special thanks to our panel for this important educational session, sponsored by May Institute's Diversity and Inclusion Council.

Pictured above: Panelists with May Institute staff (l-r): REVEREND ROBERT GRAY, Assistant Pastor, Bethel AME Church – Boston, Chaplain for the Boston Celtics; DR. LAUREN SOLOTAR, President and CEO, May Institute; JANINE TAYLOR, Sr. Director, Human Resources & Employee Engagement and Co-Chair, Diversity & Inclusion Council, May Institute; MICHAEL HALPERIN, Director, Training and Development and Co-Chair, Diversity & Inclusion Council, May Institute; CAROLE COPELAND THOMAS, Consultant, Author, and Speaker and moderator; BEAU STUBBLEFIELD-TAVE, Principal and Co-Founder, Center for Culturally Fluent Leadership; DR. BARBARA ADDISON REID; Director, Equal Opportunity & Inclusion, Lesley University; and SUE O'CONNELL, Co-Publisher & Co-Owner Bay Windows.

The term “micro-inequities” refers to the ways in which people are singled out, overlooked, ignored or otherwise devalued. Micro-inequities are often based on one’s gender, sexual orientation, religious beliefs/non-beliefs or unchangeable characteristics such as race and ethnicity. They can be verbal, non-verbal, conscious, unconscious, intentional, unintentional, subtle or overt. Left unmanaged, micro-inequities can diminish an employee’s productivity and morale and ultimately cause employees to disengage.