Individual confrontation strategies, those that allow participants to learn about specific group biases, continue to lag behind that of other diversity training initiatives by a considerable margin. This lag can be attributed to the difficulty in addressing specific biases in traditional diversity training programs. The purpose of this qualitative study was to examine how diversity training programs for middle managers in healthcare could be designed and utilized using confidential, non-self-reporting bias testing. Professionals within the diversity training profession were interviewed. The results of this study indicates how middle managers might respond to individualized non-confrontational-type bias testing as a precursor to diversity training when the results of such testing remain confidential. Further, the results also demonstrate how this type of training could change the behavior and management style of middle managers, thereby improving work environments and resulting in increased productivity. Implications for organizations include deciphering the environment based on the approval of such techniques and using them to the benefit of the organization. Results indicate that incorporating confidential bias testing into diversity training design in the healthcare sector revealed a positive correlation with the thoughts of diversity training professionals, thereby increasing the effectiveness of diversity training design and behavior change.
|Subjects||Management; Occupational psychology|
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