ABSTRACT
This introduction presents an overview of the key concepts covered in the subsequent chapters of this book. The book offers a research-based framework for initiating, implementing, and sustaining a diversity culture shift. It illuminates the ways in which the leadership structures of higher education have fared under seemingly antagonistic forces. The book then explores the evolution of the chief diversity officer role and the increasing role of tenured faculty and faculty governance as a force for diversity change. It also focuses on the Inclusive Excellence (IE) change model as the foundational approach that underpins systematic diversity organizational learning. The book focuses on a case study delineating the progressive course of diversity organizational learning at Princeton University. It then offers representative approaches to diversity organizational learning based on research findings and interviews with diversity officers. The book also addresses specific platforms for differentiated organizational learning based upon stakeholder groups including administrators, faculty, staff, and students.
