Abstract
Die vorliegende Arbeit stellt ein Diversity-Training für Führungskräfte sowie eine Studie zur Überprüfung der Wirksamkeit des Trainings vor. Trainingsziele waren die positive Beeinflussung der Einstellungen gegenüber Diversity-Management sowie eine erhöhte Sensibilität gegenüber und Kompetenz im Umgang mit Diversity-Themen am Arbeitsplatz. Das Training wurde mit 87 Führungskräften aus verschiedenen Organisationen durchgeführt und bestand aus einem Spiel, bei welchem sich die Teilnehmer mit Dilemmasituationen auseinandersetzen müssen. Die unmittelbare Wirksamkeit wurde anhand eines Fragebogens gemessen, den die Teilnehmer vor und nach dem Training ausfüllten. Die Resultate zeigen, dass die Teilnehmer nach dem Training eine positivere Einstellung gegenüber Diversity-Management hatten und von einer erhöhten Sensibilität gegenüber Diversity am Arbeitsplatz berichteten. Das Spiel regte Perspektivübernahmefähigkeiten, selbstkritische Reflektionen und arbeitsrelevante Kompetenzen im Umgang mit Diversity an. Darüber hinaus zeigen die Resultate, dass die letzteren beiden Prozesse mit der Einstellungsänderung der Führungskräfte zusammen hingen.
This study introduces a diversity training game for managers and presents a study that assesses its effectiveness. The goals of the training were to positively influence attitudes toward diversity management, to increase awareness of diversity, and to develop competences for dealing with diversity issues at work. Eighty-seven managers of different organizations were trained by playing a game. The game requires that participants deal with a series of dilemma situations, in small groups. The immediate effectiveness of the training was measured with a questionnaire that participants filled out before and after the training. Results showed that participants had more positive attitudes toward diversity management after the training and reported a higher awareness of diversity issues at work. Moreover, the game fostered participantsʼ ability to take up different perspectives, self-critical thinking, and work-related competences for dealing with diversity issues. Results further suggested that the latter two processes were the ones that were most closely related to participantsʼ attitude change.
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