isions and goals pulls people forth, out of themselves, into something bigger. Getting commitment in implementing and maintaining a diversity program that really works demands that managers have these goals and visions in place. The managers also have to have a strong sense of the enhancements to the company and to their teams that diversity can bring.Through several steps executives can achieve group consensus and commitment successfully preparing managers to implement diversity programs. The first step is for the executives to prepare their own position prior to meeting with the managers, realizing that the task is incomplete and that the group will supply missing pieces. (Mendelson, 1996)Next the executives would express their own opinions and explain them fully, to get the managers thinking.The most important step is this one: listen. Executives in charge of such a task absolutely must listen to the opinions and feelings of everyone concerned and be ready to modify their position on certain processes or implementation procedures based on logic and understanding.All parties must avoid arguing in order to win as an individual. What is ‘right’ is the best collective judgment as a whole.View disagreements or conflict about ideas, solutions, etc. as helping to clarify the issue rather than as hindering the process of seeking consensus.Recognizing that tension-reducing behaviors, such as laughing, kidding, making comments, and son, can be useful so long as meaningful conflict is not ‘smoothed over’ prematurely.Although it is sometimes difficult, all parties should refrain from conflict-reducing techniques such as voting, averring, trading, compromising, or giving in to keep the peace. Sometimes the hardest battles are those that must be fought.Monitoring the interactions between people, as well as what is being done, is good thermometer. Initiate discussions about what is really going on with the managers. ...
