Cook Ross does not approach diversity training as an organizational band-aid or temporary “fix” for a problem. We work hard to identify a customized training approach for each of our unique clients that emphasizes overall business results and builds a lasting systems approach encouraging and developing collaboration among the employees to emphasize ownership, individual choice, and responsibility for each individual’s behavior. Cook Ross has established a comprehensive systems approach to 21st century diversity consulting that has evolved from decades of experience in addressing a wide variety of diversity and inclusion issues.
Our Approach to Organizational Culture Change: “Cook Ross Diversity Systems Map™”
At Cook Ross, we believe sustainable, long-term change occurs at an organization’s cultural level, as opposed to focusing only on individual growth. We actively study systems theory and organizational culture change to develop the Cook Ross Diversity Systems Map™. This approach identifies various leverage points in organizational flow and their relationship between those leverage points, allowing us to holistically understand how to transform an organization’s culture into one that is truly inclusive and culturally competent.
The areas depicted in the Cook Ross Diversity Systems Map™ serve as distinctions we use in evaluating and assessing organizational diversity and inclusion efforts to build strategies for developing more inclusive and culturally competent organizations. A firm understanding of the overall culture of an organization, what supports inclusion, and what hinders it is a baseline from which to build an action plan.
The Cook Ross Diversity Systems Map™ identifies some of the core elements that influence the organizational unconscious. We then identify key leverage areas through which people are brought into the organization, key aspects that impact employees’ experience while they are in the organization, and the external focus areas of the organization.
These leverage areas include:
Mission, Vision, and Values
Recruiting, Interviewing, and Hiring
Attrition and Retention Issues
Mentoring, Coaching, Orientation, and Career Development including Training and Education
Metrics and Feedback Systems
Promotion and Advancement Structures
Leadership and Employee Behaviors
Information and Communication Sharing Systems
Individual and Organizational Cultural Competency
Vendor Relationships, Marketing and Public Relations, Community Relations, and Client Satisfaction
In addition to identifying patterns in each of these areas, we also look at the association between these areas and their symbiotic relationships. For example, an organization might have an exceptional recruitment process that produces excellent candidates, meeting high organizational objectives, but lose the positive benefit of these efforts by having an inadequate system for orienting the new hires to the organization and tracking their career developments, thus contributing to a poor pattern of overall retention.