ABSTRACT
This chapter explores the interplay among three elements: the business case for diversity, diversity consultants, and diversity initiatives. The business case for diversity provides the rationale and motivation for organizations and their members to pursue diversity initiatives. As an integral part of such initiatives, diversity consultants retell the business case. They do so in order to motivate organizational members to take on new behaviours and embrace the changes deemed necessary to create a ‘diversity-friendly’ organization, in which all differences are valued, individuals are empowered, and managers ‘tap the potential of a diverse group of employees’ in order to compete successfully in the global marketplace (Thomas 1992: 311).
