Stephen R. Covey has come out with a new book. It’s called The 3rd Alternative. I read about it in the Globe and Mail last week and it’s on my list of books to acquire. I think it would make a great read for any organization committed to diversity and inclusion. Here’s why:

One of the barriers to inclusion is the resistance to change. Organizations look for the best and brightest when they hire, only to often stifle the very talent they were seeking by being set in their ways, and refusing to see the value in “out of their box” thinking. 

And it’s not just in organizations! As human beings we often mix up “I have always done it this way” with “my way is the best way to do it” or even worse “my way the only way to do it”.

Diversity brings new ideas, perspectives, needs and realities – all of which can create conflict. Stephen Covey’s 3rd alternative is about dealing with conflict in a way that is truly win-win.  Harvey Schachter’s article in the Globe and Mail summarizes it well: The 3rd alternative, he writes, is “not a compromise, but a whole new approach that combines the best of both sides.” 

The article lists the 4 steps that Covey outlines in his book as:

1. Ask the third alternative question
2. Define criteria for success
3. Create the third alternative
4. Arrive at synergy

I’m smiling just re-reading the article, and I’m looking forward to the book!

I can’t help but wonder what great things we could achieve if we didn’t dig in our heels out of fear or a need to be right.

What if we asked the third alternative question and were open to seeing where our collective genius could take us – in organizations, in communities, in families… and globally!

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copyright 2011 Annemarie Shrouder

One aspect of diversity we are not talking much about in Canada is Supplier Diversity. Growing in popularity in the USA and UK, Supplier Diversity is another way for a company to exercise their diversity and inclusion commitments.

Supplier Diversity is simple: it requires companies to take a look at the businesses they use as suppliers, and make conscious decisions to broaden the pool by using qualified minority-owned businesses.

I can already hear the arguments about preferential treatment, quotas and “needing to hire the best company for the job” (sound familiar?).  It begs the question: how are companies picking their suppliers now? Could it be that they are choosing suppliers that they have done business with for years, companies they know, or a company they own themselves…?

I don’t know about you, but that sounds like preferential treatment to me,  and not the meritocracy often used as an argument against diversity.  

Suppliers are at the mercy of “the Old Boys Network” just as new hires and employees up for promotion – it’s not just what you know, but who you know. Supplier Diversity shines a light on this and asks companies to take a look at how they can contribute to diversifying their pool of suppliers – essentially giving companies owned by women, visible minorities, aboriginal people, people with disabilities and youth a foot in the door in a system that can be just as exclusive as hiring and promotion (both intentionally, and unintentionally).

Just like commitments to diversity and inclusion internally (hiring, mentorship, sponsorship, etc) supplier diversity brings opportunities for innovation, competitiveness and market knowledge.

Think of what you could be missing.

See more.

Copyright 2011 Annemarie Shrouder
author, speaker and facilitator on issues of diversity and inclusion

For more information, check out: Diversity Business Network , WEConnect and the Canadian Aboriginal and Minority Supplier Council.