TY  - JOUR
A1  - Berg-Postweiler, Julia
A1  - Steuer-Dankert, Linda
A1  - Leicht-Scholten, Carmen
T1  - One size does not fit all: Applying antibias trainings in academia
JF  - The International Journal of Organizational Diversity
N2  - Antibias training is increasingly demanded and practiced in academia and industry to increase employees’ sensitivity to discrimination, racism, and diversity. Under the heading of “Diversity Management,” antibias trainings are mainly offered as one-off workshops intending to raise awareness of unconscious biases, create a diversity-affirming corporate culture, promote awareness of the potential of
diversity, and ultimately enable the reflection of diversity in development processes. However, coming from childhood education, research and scientific articles on the sustainable effectiveness of antibias in adulthood, especially in academia, are very scarce. In order to fill this research gap, the article aims to explore how sustainable the effects of individual antibias trainings on participants’ behavior are. In order to investigate this, participant observation in a qualitative pre–post setting was conducted, analyzing antibias training in an academic context. Two observers actively participated in the training sessions and documented the activities and reflection processes of the participants. Overall, the results question the effectiveness of single antibias trainings and show that a target-group adaptive approach is mandatory owing to the background of the approach in early childhood education. Therefore, antibias work needs to be adapted to the target group’s needs and realities of life. Furthermore, the study reveals that single antibias trainings must be embedded in a holistic diversity management approach to stimulate sustainable reflection processes among the target group. This article is one of the first to scientifically evaluate antibias training effectiveness, especially in engineering sciences and the university context.
KW  - Antibias
KW  - Diversity Management
KW  - Organizational Culture
KW  - Engineering Habitus
Y1  - 2023
U6  - http://dx.doi.org/10.18848/2328-6261/CGP/v24i01/1-23
SN  - 2328-6261 (Print)
SN  - 2328-6229 (Online)
VL  - 24
IS  - 1
SP  - 1
EP  - 23
PB  - Common Ground Research Networks
ER  - 
TY  - JOUR
A1  - Steuer-Dankert, Linda
A1  - Gilmartin, Shannon K.
A1  - Muller, Carol B.
A1  - Dungs, Carolin
A1  - Sheppard, Sheri
A1  - Leicht-Scholten, Carmen
T1  - Expanding engineering limits : a concept for socially responsible education of engineers
JF  - The international journal of engineering education
Y1  - 2019
SN  - 0949-149X
VL  - 35
IS  - 2
SP  - 658
EP  - 673
ER  - 
TY  - JOUR
A1  - Steuer-Dankert, Linda
A1  - Sharma, Mamta Rameshwarlal
A1  - Bleck, Wolfgang
A1  - Leicht-Scholten, Carmen
T1  - Diversity and innovation management in large research groups
JF  - International Journal of Innovation Management
N2  - Contemporary research appreciates a diverse workforce as a potential source of innovation. Researchers explore the fine details of why diversity management is central for generating innovations in heterogeneous research groups and how it could be effectively implemented into organizations. Complex research associations that discuss topics with a high impact on society increasingly address the necessity of establishing a diverse workforce to confront the challenges of tomorrow. Characterized by complex management structures as well as hierarchies, research associations have not been a subject of investigation until now. For this reason, the presented research project aims to develop a diversity and innovation management strategy with the ultimate goal of inducing change in the corporate culture. The proposed approach consisted of six phases; the first two phases investigated the status quo of diversity in the existing organizational structures of member institutes and the variety of particular working cultures within the research association. The third and the fourth phases utilized qualitative and quantitative studies. The third phase focused on the connection of management level to diversity and innovation, and the need for diversity and innovation management, and tailor-made methods of implementing them. The first three phases have been accomplished successfully; preliminary results are already available. The fourth phase will mainly focus on exploring the mind-set of the employees. The fifth phase will consolidate the findings in the first four phases into an implementable strategy. The final phase will address the implementation of this strategy into the organization. Phases 4 to 6 have not yet been undertaken
KW  - diversity management
KW  - innovation management
KW  - research association
KW  - change management
KW  - engineering
Y1  - 2017
SN  - 1757-5877
VL  - 5
IS  - 2
SP  - 49
EP  - 72
ER  -