ABSTRACT
Experience had taught the author an inclusive definition of diversity, one that is based upon respect for the individual, regardless of social categorization. The first key priority was to re-establish the equality and diversity committee. The South's equality and diversity committee consisted of a wide range of employee representing a cross-section of functions across the organization. He realized he felt responsible for finding a way to engage governors in a process of learning about equality, diversity, and inclusion in order to reduce hostility and misunderstanding. Initially in the Diversity Quality Cycle, there was a complete gap in communication between Board members and working groups. He considered this gap may be responsible for misunderstandings, and also continued isolation of governors understanding daily business operations of the college. The author found the wider governance of the corporation to still be reflective of this old-school military industrial complex.
