Using a soft systems approach to inspire change in an organization

According to the United States Bureau of Labor Statistics (2001), the construction industry is the third largest industry in the United States, employing over 5 million people throughout the nation. This industry has historically employed predominantly non-Hispanic White males for professional and leadership positions. A major construction company, (MACC), a leader in the construction industry, has expressed a desire to increase the number of women and African American males that they recruit, hire, and retain. This goal has been created because of the shortage of qualified non-Hispanic White males available to the industry, MACC's increased presence in urban markets that have large concentrations of African Americans, and pending legal activity that threatens future contracts. Additionally, MACC has received significant negative media attention because of alleged discriminatory treatment of an African American contractor. This research case study involved applying a soft systems methodological approach, using demographic data, focus group data and reported responses to the Myers Briggs Type Indicator® (MBTI), based on Jungian theory, to define the current values and assumptions of MACC's culture. The data obtained were used to predict roadblocks to MACC being successful at recruiting, hiring, and retaining women and African American males. The results of 285 responses to the Myers Briggs Type Indicator ®, focus group interviews, and the demographic data, revealed that MACC has a monolithic culture that is homogeneous in ideas, values, and assumptions, and with respect to Myers Briggs Type®. Within the culture there is occupation segregation, and there is evidence that the leadership in this culture attracts and/or reproduces itself.