There has been some terrific news on the college front in recent weeks, such as at the University of Texas and University of Florida, where the “diversity, equity, and inclusion” (DEI) commissars have been summarily sacked and the programs shut down, but it appears to be occurring in the corporate world as well.
The Harvard Business Review is out with an article entitled “Why Diversity Programs Fail,” and yes, you can be forgiven for wondering if it is case study about the hiring of Claudine Gay. From the article:
It shouldn’t be surprising that most diversity programs aren’t increasing diversity. Despite a few new bells and whistles, courtesy of big data, companies are basically doubling down on the same approaches they’ve used since the 1960s—which often make things worse, not better. . . In analyzing three decades’ worth of data from more than 800 U.S. firms and interviewing hundreds of line managers and executives at length, we’ve seen that companies get better results when they ease up on the control tactics. . .
The positive effects of diversity training rarely last beyond a day or two, and a number of studies suggest that it can activate bias or spark a backlash. . .
And the instances of even bringing up the subject in quarterly earnings calls is falling fast:
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