Our Cook Ross Inc. methodology is built around a transformative approach to diversity and inclusion consulting – “ReInventing Diversity for the 21st Century©”. Our cutting-edge approach creates sustainable, transformational change in organizations by replacing the traditional race-based, American-centric, “us vs. them” diversity training paradigms with a more holistic, transformational systems model. Our model explores current issues including globalism, cultural intelligence, Unconscious Bias, and organizational patterns impacting the way employees, vendors, and customers from different cultures, ages, and backgrounds all relate to each other in and out of the workplace.

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

Organizational Culture

Background History

Environmental Issues

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.


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