Preface
Introduction
I. CWM and the New Social Order
Chapter 1. CWM and Corporate Diversity Initiatives
Chapter 2. Americanization
Chapter 3. Social and Cultural Conflicts in the Workplace
Chapter 4. CWM Cultural Style at Work
Chapter 5. Other Cultural Comparisons and Contrasts
Chapter 6. Multiculturalism and Social Inclusion
II. CWW at Work
Chapter 7. Cultural Underpinnings
Chapter 8. CWW and Women of Color
Chapter 9. Gossip and Community
Chapter 10. Other Cultural Contrasts and Lessons Learned
Chapter 11. Styles of Conflict Resolution
Chapter 12. Networking and Getting Ahead
Chapter 13. Ten Things That CWW Can Do to Befriend Women of Color at Work
Chapter 14. The White Woman People Pleaser Tale of Woe
Afterword
Notes
Bibliography
Index
R. Roosevelt Thomas, author of Building on the Promise of Diversity
“Kochman and Mavrelis provide analyses, anecdotes, and examples from their research and training experiences that give richness and credibility to their reasoning. As a consequence, their discussions are vivid, insightful, and stimulating. Their arguments about the connection between the cultures of racial, gender, and ethnic groups and the conflicts that can surface between and among members of them are thought-provoking. And their timely conclusions will be relevant in the workplace and to society at large.”
Robert M. Entman, coauthor of The Black Image in the White Mind: Media and Race in America
“Full of interesting ideas, observations, and sensible suggestions, Corporate Tribalism offers an easily digestible but serious look at interethnic communication in organizational settings. Built on the authors’ own observations and experiences, Kochman and Mavrelis’s practical book will appeal to anyone working in human resources or diversity training as well as supervisors and managers in all kinds of organizations. This is a valuable work that deserves to be widely read.”
Signithia Fordham, author of Blacked Out
“Corporate Tribalism chronicles the multiple gender-specific ways that power and privilege are configured in the dominant American work context—the corporation—and identifies the behaviors that are influential in making it dysfunctional. In this pioneering work, Kochman and Mavrelis systematically unmask claims of a meritocratic reward system, pinpointing and naming the practices that have been invisible to white employees both male and female, yet painfully visible to the members of every other social group in corporate America. By insisting on a multicultural approach to social inclusion in the workplace, they seek to compel employees to learn from each other, and, in the process, transform corporate practices.”
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