Topco, Inc. is a manufacturer of electric fans and other low-tech cooling devices. Joan is the HR director. She is conducting a workshop for her managers on valuing diversity and inclusion. In an open discussion about the managers' concerns on this topic, Bob says, "I don't care what someone's race or gender, or whatever, is. I just have a tough time with the soft, fat, college-educated kids who come in here and tell me how to do my job." Jane chimes in, "The real issue here is men's inability to relate to women, each other, and minorities. I've yet to meet a male manager who can really understand someone who's not one of his drinking buddies." After a few more comments, Joan continues with the training program. Joan spends some time demonstrating that highly skilled and talented people will leave their company if not valued, how an inappropriate joke creates tension, and how failure to value individual employees could even lead to lower productivity. She then moves on to brainstorming what each manager can do as an individual to enhance diversity. She closes the day's session with a discussion of how diversity and inclusion management must be seen as a process, have clear business objectives that permit assessment, and be supported by managers at all levels if it is to succeed. Refer to Case 15.1. Bob's concerns are an example of