ABSTRACT
This chapter begins with the premise that institutions may not always be able to define the results they expect to obtain from diversity strategic planning. The start of the planning process requires articulating desired outcomes and working backward from these outcomes in terms of plan design. Diversity strategic planning is not a separate or discrete aspect of planning but forms an integral part of overall institutional planning. The narratives reveal that the relationship between rank and power differ for minority and majority groups with minority group members. Minority group members are more likely to be vulnerable to attack and lack of stability in their positions due to biased attributions. Diversity strategic plans also provide a mechanism to ensure accountability for equitable outcomes. Articulation of the value of opportunity in relation to inclusion links directly to underscore process-based outcomes such as advancement and promotion.
