ABSTRACT
Media and scholarly attacks on political correctness intensified, and the political and cultural climate began to change, culminating with the 1994 publication The Bell Curve and its controversial analysis of unwelcome ethnic differences in IQ. The 1994 elections decisively signaled a swift shift in the intellectual and political climate, which further dimmed diversity management's aura of a hot trend, and its inevitability as routine business practice. In a Conference Board survey, Diversity Training: A Research Report, participative exercises emphasizing interaction and group involvement were deemed the most effective approach. The aim of the exercise was to generate culture shock, to impart the feeling of confusion, frustration, and even foolishness that comes from trying to figure out the unwritten rules of a new society—as presumably minorities, women, and immigrants must learn to negotiate the invisible white male rules of corporate America.
