Why is HRD’s espoused theory on diversity so inconsistent with its theory-in-use?
I have argued that HRD resists embracing diversity because it is too threatening to its
prevailing performance-based frameworks that favor patriarchal management
structures, and profitability. HRD’s tepid commitments to diversity preserve prevailing
power arrangements and prevent changes to the status quo. In an ironic twist, those of us
who originally engaged in diversity work to resist oppression are now faced with
identifying new strategies to resist HRD’s resistance to diversity.