The research is clear. Diverse and inclusive companies are more successful in attracting and retaining talents, improving their customer relations, employee satisfaction, and decision making, all of which leads to a virtuous cycle of increasing returns and sustainability. However, people’s old mindsets, hidden biases, microaggressions, and structural inequality continue to hold companies back. Most organizations and leaders operate from a colorblind approach (Jansen, Vos, Otten, Podsiadlowski, & van der Zee, 2016) and lack a framework for leveraging diverse talents. Even in companies that are invested in making changes, people often feel illequipped to engage in honest dialogues or make changes. Adams delves into a few contemporary, yet historically rooted, issues pertaining to the lack of diversity and/or inclusion in organizations. Although Adams’s book isn’t a companion text for a psychology class, her concrete strategies for diversity and inclusion practices could help Psychology of Women Quarterly readers implement changes right away. She offers clear and concise information on science underpinning human behaviors, actionable strategies, accessible measurement tools, and a road map for implementing changes. There are takeaways and actionable steps at the end of each chapter. Adams begins her book by addressing underrepresentation and unconscious bias in organizations. She argues that cultural change comes from change in the mindset and behaviors of people within the organization. In effort to help people move away from a good/bad binary, she reminds readers that “you can be a nice person and be prejudiced” (p. 21). She continues to show readers how associating some groups with good things and other groups with bad things is a socially learned behavior that needs to be challenged. Adams’ emphasis on the detrimental impact of positive biases on building diversity and inclusion reminds readers that individuals’ unexamined preferences, such as elitism, can also lead to discrimination, marginalization, and inequality. In a series of chapters, Adams describes inclusive leaders who frequently reflect on their values, assumptions, unconscious biases, and how their mindsets impact every aspect of the organization. She also discusses ways to intervene the myth of meritocracy—often used to justify the lack of diversity—and gives readers tools to build accountability in shifting their mindset and behaviors. Furthermore, Adams offers a variety of practical strategies and tools: from assessing leaders and organizations’ readiness for building diversity and inclusion to measuring the results after implementing change. Her concrete suggestions for recruitment, hiring, and engagement are clear and helpful. Despite the useful, practical suggestions throughout the book, there are several challenges. First, although Adams sets off explaining implicit biases, she does not offer an in-depth discussion on how biases manifest and impact relationships and team dynamics at work. Readers could benefit from learning how to intervene and repair the rupture in relationships. Second, although Adams offers a framework of thinking difference (p. 61) and talks about how “societal norms enable some people to move through life with ease and require others to work much harder to move forward” (p. 60), she misses the opportunity to address common defenses associated with privileged identity exploration such as denial, deflection, or minimalization. Readers could benefit from understanding what typically happens when assumptions and behaviors stemming from privileged identities are challenged and from considering what can be done to mitigate defensiveness to allow for more open, productive, and inclusive responses. Adams accomplished the goal of creating a road map for building diversity and inclusion at work. People who are looking for actionable strategies or feminists seeking to improve diversity and inclusion in their communities or workplace may find the book especially helpful.

中文翻译：

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书评：女性、少数族裔和其他非凡的人：职场多元化的新途径

研究是明确的。多元化和包容性的公司在吸引和留住人才、改善客户关系、员工满意度和决策方面更成功，所有这些都会导致回报增加和可持续性的良性循环。然而，人们的旧思维、隐藏的偏见、微观侵略和结构性不平等继续阻碍公司发展。大多数组织和领导者都采用色盲方法（Jansen、Vos、Otten、Podsiadlowski 和 van der Zee，2016 年），并且缺乏利用多元化人才的框架。即使在投资于变革的公司中，人们也常常觉得没有能力进行诚实的对话或做出改变。亚当斯深入探讨了一些与组织缺乏多样性和/或包容性有关的当代但历史悠久的问题。尽管亚当斯的书不是心理学课程的配套教材，但她针对多样性和包容性实践的具体策略可以帮助《女性心理学》季刊的读者立即实施变革。她提供了关于支撑人类行为的科学、可操作的策略、可访问的测量工具以及实施变革的路线图的清晰简明的信息。每章末尾都有要点和可操作的步骤。亚当斯以解决组织中代表性不足和无意识偏见开始她的书。她认为，文化变革来自组织内人们的思维方式和行为的改变。为了帮助人们摆脱好/坏的二元性，她提醒读者“你可以成为一个好人，但也可以有偏见”（第 21 页）。她继续向读者展示如何将某些群体与好事联系起来，将其他群体与坏事联系起来，这是一种需要挑战的社会学习行为。亚当斯强调积极偏见对建立多样性和包容性的不利影响提醒读者，个人未经审查的偏好，如精英主义，也可能导致歧视、边缘化和不平等。在一系列章节中，亚当斯描述了包容性领导者，他们经常反思自己的价值观、假设、无意识偏见，以及他们的思维方式如何影响组织的各个方面。她还讨论了干预精英统治神话的方法——通常被用来证明缺乏多样性——并为读者提供了在转变思维方式和行为方面建立问责制的工具。此外，Adams 提供了多种实用的策略和工具：从评估领导者和组织对建立多样性和包容性的准备程度，到在实施变革后衡量结果。她对招聘、聘用和参与的具体建议清晰而有益。尽管全书提供了有用、实用的建议，但仍存在一些挑战。首先，虽然亚当斯开始解释隐性偏见，但她没有深入讨论偏见如何表现和影响工作中的关系和团队动态。读者可以从学习如何干预和修复关系破裂中受益。其次，尽管亚当斯提供了一个思维差异的框架（p. 61) 并谈到“社会规范如何让一些人轻松地度过一生，并要求其他人更加努力地工作以向前迈进”（第 60 页），她错过了解决与特权身份探索相关的常见防御的机会，例如否认、偏转或最小化。读者可以从了解当源自特权身份的假设和行为受到挑战时通常会发生什么中受益，并考虑可以采取哪些措施来减轻防御性，从而实现更开放、更有成效和更具包容性的响应。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。60），她错过了解决与特权身份探索相关的常见防御的机会，例如否认、偏转或最小化。读者可以从了解当源自特权身份的假设和行为受到挑战时通常会发生什么中受益，并考虑可以采取哪些措施来减轻防御性，从而实现更开放、更有成效和更具包容性的响应。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。60），她错过了解决与特权身份探索相关的常见防御的机会，例如否认、偏转或最小化。读者可以从了解当源自特权身份的假设和行为受到挑战时通常会发生什么中受益，并考虑可以采取哪些措施来减轻防御性，从而实现更开放、更有成效和更具包容性的响应。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。读者可以从了解当源自特权身份的假设和行为受到挑战时通常会发生什么中受益，并考虑可以采取哪些措施来减轻防御性，从而实现更开放、更有成效和更具包容性的响应。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。读者可以从理解当源于特权身份的假设和行为受到挑战时通常会发生什么中受益，并考虑可以采取哪些措施来减轻防御性，从而实现更开放、更有成效和更具包容性的响应。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。亚当斯实现了创建路线图以在工作中建立多样性和包容性的目标。正在寻找可行策略的人或寻求改善社区或工作场所多样性和包容性的女权主义者可能会发现这本书特别有用。