A Behavioral Approach to Organizational Change: Reinforcing Those Responsible for Facilitating the Climate and Hence Promoting Diversity

Despite the passage of the U.S. Civil Rights Act in 1964, cries can still be heard for a more diverse workforce. Among the difficulties are retaining often sought-after women and minorities. In this 2-year demonstration, change agents—the provost, deans, and heads of departments/schools of a large public university—were helped to deliberately and directly change the milieu of their departments and schools so as to encourage faculty to remain. Uniquely suited to organizational change, the behavioral approach identifies constructive actions for change agents and, most importantly, provides proven strategies for motivating them. Fostering a supportive climate was defined in terms of change agents’ behaviors. The Building Behaviorally Based Climate Survey was developed and validated. Recognition and feedback were provided in what is typically a feedback desert. This reinforcement model can be used to create and sustain inviting atmospheres, hence enticing all faculty, including women and minority faculty, to stay, hence enabling a diverse workforce.