ABSTRACT
There are several major themes that are presented in this volume. In our discussions about diversity resistance as it occurs at different levels and in different forms, and as it is directed at different populations, there are consistent issues that are visible. Unfortunately, it is difficult to uncover instances and systems of diversity resistance in the workplace without touching on the issues of prejudice and discrimination in both its overt and subtle forms. Likewise, the topic of privilege is reoccurring, given the underground nature privilege often takes. Another prominent theme of this volume has to do with the costs incurred by organizations as well as individuals that results from diversity resistance. Individuals bear the emotional costs most often as a result of discrimination and harassment (violence, as well as social distancing and exclusion). Organizations also bear these costs, especially in regard to depressed morale, but institutions also bear the financial costs related to allowing cultures of discrimination and harassment to persist. These costs are incurred through expenses related to target absenteeism and turnover, legal fees related to defense attorneys and settlement costs, and at times court-ordered payouts. Financial costs can also be incurred when organizational leaders put and keep in place human resource systems that do not rectify poor climates for diversity or which reinforce negative climates through reliance on selection and promotion systems that encourage the status quo rather than diversity, diversity learning, and the engagement of the full workforce. Perhaps a common message is that, although many argue that diversity is a threat to organizational well being and effectiveness (Thomas, Mack, &
Montagliani, 2004), it is resistance to diversity that derails organizations’ abilities to be effective in a diverse and inescapable reality.
