If prostitution is the world's oldest profession, then corporate diversity training has to rank as one of the nastiest as well as newest. And it's considerably less honest. At least with a prostitute, a customer usually knows what he's getting in advance. A diversity trainer, on the other hand, is full of surprises -- at least for unsuspecting white employees. And they're not very pleasant surprises at that.
American corporations, contrary to their Far Left-manufactured caricature as bastions of "right-wing Republicans," have become boosters of anti-white racial and ethnic favoritism on a grand scale. Under the guise of "diversity," surely a more soothing and inclusive term than "affirmation action," our nation's largest companies have been busy during the last couple decades revolutionizing their respective organizations. If they remain profitable, that's despite the diversity regime they've forced upon employees, not because of it.
Diversity training and education has become a lucrative racket. At the invitation of their corporate benefactors, the people in this industry, whether working as in-house managers or as outside consultants, see as it as their mission to badger employees, especially white and/or male new hires, into availing themselves of prejudices ostensibly lurking deep within. Anyone doubting that intimidation is the name of the game should read "The Authoritarian Roots of Corporate Diversity Training," a new Special Report published by the National Legal and Policy Center.
Diversity training is a brief, intensive orientation program of lectures, audiovisual materials and role-playing exercises. In tone and substance, sadism rules the day. The training operates on an assumption that employees must be punished for sins not yet committed. CEOs typically openly tout diversity as integral to their respective company cultures. The Chrysler Group's Tom LaSorda is blunt about how he deals with subordinates who fail to promote diversity: "We'll kick their ass. They will be held accountable." Sprint's Gary Forsee, somewhat more benignly, states: "(A)ll Sprint Nextel managers are expected to embrace inclusion and diversity with their teams. This is an attribute of manager quality measured by our performance review process, which can impact bonuses."
Diversity, in the minds of such executives, is a full-time endeavor, something that must be lived, evaluated and reinforced every day, and not just during orientation. A company, wherever possible, must weave the diversity theme into relationships with board members, management, employees, suppliers, and anyone else with whom it does business.
Carl F. Horowitz is director of the Organized Labor Accountability Project of the National Legal and Policy Center, a Townhall.com Gold Partner organization dedicated to promoting ethics in American public life.
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