ABSTRACT
The previous chapter discussed approaches to changing stereotypes, prejudices, and discriminatory behaviors. In organizations, often the most direct way to strengthen inclusive behaviors and eliminate existing undesirable patterns is simply to state what is expected, why it’s important, and that people are expected to comply. Sometimes that is enough. A stronger version of this strategy is to develop and announce a policy covering the situation, describing what is expected and what will happen if people do not comply. For example, a policy might state that the organization does not tolerate harassment of co-workers, and anyone found to be harassing others will receive a warning, followed by termination if the behavior continues. The policy should define harassment and give examples so the nature of prohibited behavior is clear. Most human resources experts would advise having a policy in place before difficult situations arise rather than waiting until something happens. Existing policies guide managers in handling various situations and can reduce personal attributions and interpersonal stress involved in doing so. Changing behavior becomes a matter of following company policy rather than specific arbitrary and personal requirements of individual managers.
