“Managing Functional diversity, risk taking, incentives for teams to achieve radical innovations” from Cabrales, Medina, Lavado, Cabrera (2008) where they have found that the multifunctional teams has some disadvantages in reaching consensus due to the diversity of perspectives
一个非常有趣的发现来自Cabrales，Medina，Lavado，Cabrera的文章“管理功能多样性，风险承担，团队实现激进创新的激励”，他们发现，由于观点的多样性，多功能团队在达成共识方面存在一些劣势
2.7 HOW TO ACHIEVE SUCCESSFUL IMPLEMENTATION OF DIVERSITY IN ORGANIZATIONS 如何在组织中成功实施多样性
Some researchers as well as experts have mentioned different ways that can help organization’s success in their diversification methods. Out of the many in the plethora of literatures the researcher found a few that come in line with the research domain. Below the researcher present a few of them which are divided in different categories for the easier understandings.
一些研究人员和专家提到了可以帮助组织在多样化方法中取得成功的不同方式。在众多文献中，研究者发现了一些与研究领域相符的文献。下面，研究人员介绍了其中的一些，它们被划分为不同的类别，以便于理解。
Clear definition of what diversity means to the organization: by this definition itself we understood that the need of clear picture and reason in the diversification process. Each organisation should have their clear rationale in doing the diversity initiatives. As Schmidt(2004) mentioned, organizations should separate between diversification that are based in facing the legal implications and of policy character between those that are really invested into achieving the recruitment of people and talents that they identify as beneficial to the initiatives. Also according to the Helms, Dye and Mills (2009) there should be clear understandings between the management of diversification and the notion of equal employment opportunities initiatives. Stockdale and Crosby (2004) suggest the need of integrated human management systems at the corporate strategy level for the diversification process.
明确定义多样性对组织意味着什么：通过这一定义本身，我们了解到在多样化过程中需要清晰的图景和理性。每个组织在开展多样性倡议时都应该有明确的理由。正如Schmidt所提到的，组织应该将基于法律影响的多元化和政策性质的多元化与那些真正致力于招聘他们认为对倡议有益的人员和人才的多元化分开。根据Helms、Dye和Mills的观点，多元化管理和平等就业机会倡议之间应该有明确的理解。Stockdale和Crosby提出，多元化过程需要在公司战略层面建立综合人力管理系统。
Top management support: an effective diversification process has 100% supports from the top management (Schmidt 2004). Basically it is to be understood that there should be strong vision of diversification goals and the ways in which it attains the goals. The goal should be organised to monitor through the top level of management and this support should be consistent in the diversification process and should address the importance of the initiatives. Stockdale and Crosby (2004)
最高管理层的支持：有效的多元化过程得到最高管理层100%的支持。基本上可以理解，应该对多样化目标及其实现目标的方式有强烈的愿景。目标的组织应通过最高管理层进行监控，这种支持应在多样化过程中保持一致，并应强调倡议的重要性。Stockdale和Crosby（2004）
All around employee involvement is necessary: apart from having the top leadership support it is to be noted that the support from the employees at all levels of organisation is important in the diversity initiatives. Mutton and Hernandez (2004) suggest that having a strong diversity/compliance professional help in delivering the high level of commitment to the rest of the organisation. One of the other method in ensuring the employee commitment is developing the performance measures, accountability initiatives and evaluation initiatives. Creation of the work groups is important where the discussion about the diversity is carried out and a group leader will be needed to report the employee concern to the top management periodically. This method of employee initiation will help to develop the diversity in to the core culture of the organisation.
全方位的员工参与是必要的：除了得到最高领导层的支持外，需要注意的是，来自组织各级员工的支持在多元化计划中非常重要。Mutton和Hernandez建议，拥有强大的多元化/合规专业人员有助于向组织其他成员提供高水平的承诺。确保员工承诺的另一种方法是制定绩效衡量标准、问责制举措和评估举措。在进行多样性讨论时，创建工作组非常重要，需要一名组长定期向最高管理层报告员工的关注。这种员工参与的方法将有助于发展组织核心文化的多样性。
Assign a reasonable growth period: the diversification cannot be taken from a quick point of view, they should be viewed as the long transformational process instead. The organisation and management need to understand diversification process need time
