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KahlilWilliamsSecondPaper 4 - 13 May 2009 - Main.KahlilWilliams
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This is a revision of Jenai St. Hill's first paper. Aside from minor grammatical changes and added links, I put forth some options for Black lawyers should they choose to work for a law firm and value diversity. In addition, I used the Wilkins/Harris pieces in a slightly different way. | | | The Costs:
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< | Despite the financial benefits and reputational capital that corporate America provides, many Black lawyers will be forced to struggle with their identity and role as a minority in an organization that values assimilation into the majority. I have had many conversations with friends who will fearfully and begrudgingly work at a large, predominantly white firm upon graduation. For many of us, some measure of assimilation is not particularly novel: in higher education and professional schools, we are rarely taught not have to down those safeguards but how to assimilate into them--whenever possible. | >
> | Despite the financial benefits and reputational capital that corporate America provides, many Black lawyers will be forced to struggle with their identity and role as a minority in an organization that values assimilation into the majority. I have had many conversations with friends who will fearfully and begrudgingly work at a large, predominantly white firm upon graduation. For many of us, some measure of assimilation is not particularly novel: in higher education and professional schools, we are rarely taught not have to down those safeguards but how to assimilate into them whenever possible. | | | However, unlike the educational context, where diversity is celebrated (at least to some degree), top corporations and elite law firms are comparatively worse at inclusiveness, creating tremendous incentives to abandon diversity by creating a “firm culture.” As an undergraduate, I participated in Management Leadership for Tomorrow, a career preparation program for minorities. In the last decade, these programs have proliferated, as more people of color begin their education on how to work within corporate America. Law firms have held similar workshops that speak to professionalism through assimilation, some with less than ideal consequences. While these programs can be tremendously helpful in ushering in many qualified and diverse candidates to top corporations and law firms, questions remain on whether promoting assimilation into white corporate culture is the best for their participants.
Are Corporations Changing the Equation? | |
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< | In “'Separate is Inherently Unequal' to 'Diversity is Good for Business," David Wilkins argues that most corporate firms are primarily concerned with recruiting clients and maximizing profit. However, these firms have also found that recruiting and hiring a diverse pool of candidates may reap reputational benefits, which may later manifest themselves as profits. But even with a modicum of commitment to diversity, there are still boundaries that define what type of minority candidate firms actually recruit. | >
> | In “'Separate is Inherently Unequal' to 'Diversity is Good for Business," David Wilkins argues that most corporate firms are primarily concerned with recruiting clients and maximizing profit, but these firms have also found that recruiting and hiring a diverse pool of candidates may reap reputational benefits that may later manifest themselves as profits. Despite an outward semblance of commitment to diversity, there are still severe constraints defining the type of minority candidate firms actually recruit. | | | | |
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< | To merge Harris and Wilkins, the commodity of Whiteness (a currency in heavy supply at law firms for generations) competes and conflicts with the relatively new commodity of diversity. Worse yet, real diversity, as exhibited through divergent viewpoints, interests, etc. is valued even less than hollow, purely descriptive diversity. Says Wilkins, “[m]angers have strong incentives to screen out potential employees whom they suspect of holding such disruptive views. Minorities are likely to be especially fearful of being too “diverse”. 117 Harv. L. Rev. 1588. | >
> | To merge Harris and Wilkins, the timeless, blue-chip commodity of Whiteness (a currency in heavy supply at law firms for generations) competes and conflicts with the relatively new and undervalued commodity of diversity. Worse yet, real diversity, as exhibited through divergent viewpoints, interests, etc. is valued even less than hollow, purely descriptive diversity. Says Wilkins, “[m]angers have strong incentives to screen out potential employees whom they suspect of holding such disruptive views. Minorities are likely to be especially fearful of being too “diverse”. 117 Harv. L. Rev. 1588. | | | Being the Change |
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