ABSTRACT
Diversity and inclusion efforts have failed to live up to their promises despite research interventions and millions of dollars in funding. One would think that diversity, equity, and inclusion might be considered processes and practices about differences for which workers and organizations as a whole make sense, frame, and promote locale-specific and identity-consistent actions. Yet, they are more often perceived and enacted as wicked problems of which the complexities and nuances defy rational solutions. If scholars were to assume that diversity and inclusion involve conflict management as productive action to design intercultural harmony, then fresh insights might be attained.
