AbstractAdvice on how to build a more-inclusive academic community is emerging; however, this chapter suggests that such advice warrants “a grain of salt” depending on two circumstances: (1) the organizational culture needing to be “fixed,” and (2) the existence of extra-organizational factors that may shape how transformation can proceed. First, the existing organizational culture affects the processes needed to achieve a more-inclusive community, and defines what “more inclusive” will look like. Programs shown to be effective at one institution might not be effective at another. External factors may also affect local culture. For example, a long-standing ban on affirmative action programs and quota systems at the University of California meant that, even though other institutions found them to be effective, replicating those programs was not an option. The second concern derives from the nature of change needed. Barriers to inclusion are deeply rooted in historical traditions, ideologies, and social practices outside of any single organization, and often these barriers are applied unconsciously. This means genuine cultural transformation will occur only if the organizational community as a whole is committed to that change.
Advice Not Taken
