District Officer: D-DAC. Gress
Auxiliary National Department:
Coast Guard Diversity Policy Statement
Our people are the core of our capability and are the main focus of my
attention. Our ability to attract, develop, retain, and deploy a
quality, diverse workforce is the key to the Coast Guard’s success -
it must be a top priority for everyone. We must draw on the strength
of our differences and similarities to:
Create a positive environment, through consistent leadership, where all
members of the Coast Guard can achieve their potential and make
their greatest contribution to accomplishing the mission.
strive for a workforce that reflects America, and promote an
environment that places high value on individual dignity, respect,
and professional growth.
in the workforce contributes measurably to creative thinking and
innovation so critical to excellence. Each of us must ensure that our
actions conform to the spirit and intent of this policy, based on our
core values of Honor, Respect and Devotion to Duty. /s/ Thomas
H. Collins Admiral, U.S. Coast Guard
is the uniqueness of all individuals which encompasses different
personal attributes, values, and organizational roles.
Management is the process of creating and maintaining a positive
environment where the differences of all personnel are recognized,
understood, and valued, so that all can reach their full potential and
maximize their contributions to the Coast Guard.
people think managing diversity is the same thing as
affirmative action. In fact, they are completely different.
Action attempts to atone for past discrimination against
certain groups of people. Because it tries to even the playing
field for these groups, it does not apply to all people
Differences, or Diversity, is the uniqueness of all
individuals (different personal attributes, values, and
Diversity Management is the process of creating and maintaining a
positive environment where the differences of all personnel
are recognized, understood, and valued, so that all can
achieve their full potential. It fully includes the entire
This chart further compares affirmative action, valuing
differences, and managing diversity.
Emphasis is on achieving equality of opportunity in
the work environment by changing organizational
demographics. Progress is monitored by statistical
reports and analyses.
Emphasis is on appreciating differences and creating
an environment in which everyone feels valued and
accepted. Progress is monitored by organization
surveys focused on attitudes and perceptions.
Emphasis is on building specific skills and creating
policies that get the best from every employee.
Efforts are monitored by progress toward achieving
goals and objectives.
Written plans and statistical goals for specific
groups are used. EEO laws and consent decrees mandate
Moral and ethical imperatives drive this culture
driven. Behaviors and policies are seen as
contributing to organizational goals and objectives,
such as profit and productivity, and are tied to
rewards and results.
Specific target groups benefit as past wrongs are
remedied. Previously excluded groups have an
Everyone benefits because each person feels valued and
accepted in an inclusive environment.
organization benefits: morale, profits and
Model assumes that groups are brought to existing
Model assumes that groups will retain their own
characteristics and shape the organization as well as
be shaped by it, creating a common set of values.
Model assumes that diverse groups will create new ways
to work together effectively.
Efforts affect hiring and promotion decisions in the
minds, and the culture. Efforts affect employees'
||Opens the system.
Efforts affect managerial practices and policies.
Resistance is due to perceived limits to autonomy in
decision-making and fears of reverse discrimination.
Resistance is due to a fear of change, discomfort with
differences, and a desire to return to the "good
Resistance is due to denial of demographic realities,
the need for alternative approaches, and the benefits
of change. It also arises from the difficulty of
learning new skills, altering existing systems, and
finding the time to work toward synergistic solutions.
Training & Development, April 1993. Adapted from
"Managing Diversity: A Complete Desk Reference
and Planning Guide," by Lee Gardenswartz and
Anita Rowe, Business One Irwin, 1993.
Diversity Information or Training: D-DA C. Gress