Inclusion strategies

To probe the range of application of the new inclusion strategy (coordination-assisted clathrate formation) in different ways, directed structural modifications were undertaken starting from the basic constitution 1, for instance as to the molecular skeleton (basic structure) and/or the sensor section (functional groups). The formulae 7-24 show different possibilities of such variations. 

Proposes a three-stage continuum of practices that takes inclusion beyond the proverbial corporate walls— from corporate philanthropy through corporate social responsibility to corporate inclusion strategy—treating the community and vdder society as true stakeholders... 

A Proposed Three-Stage Continuum of Practices From Philanthropy Through CSR to Corporate Inclusion Strategy ... 

Corporate Philanthropy (CP) — Corporate Social Responsibility (CSR) — Corporate Inclusion Strategy (CIS)... 

In conjunction with corporate inclusion strategy, and given their economic power, corporations can offer essential resources to groups and communities that would not otherwise be provided by governmental agencies. In this section, we provide some examples of initiatives that demonstrate how the inclusive workplace model can provide a road map for corporate inclusion strategy by identifying where to invest —at which of the four levels of the inclusive workplace model—and what to invest —how to make the initiatives part of CIS (see Table 13.2). 

Table 13.2. A Framework Linking Corporate Inclusion Strategy and the Inclusive Workplace Model...

These examples demonstrate corporate inclusion strategies that are relevant at different levels of the inclusive workplace model. The conceptual model presented in Table 13.2 provides a framework to link corporate inclusion strategies to the inclusive... 

The development and implementation of diversity and inclusion strategies are treated as multiyear change efforts. These efforts are guided by the change management principles we have used in other major organizational change processes. 

The handswork portion of the training addresses the adaptive skills needed to overcome biases (and stigma) and build engagement and inclusion. The workshop ends with a review of the results of each person s preworkshop online self-assessment. This step provides a foundation for participants to improve their commitment to diversity and inclusion strategies and actions. 

The authors of this book have been able to respond to this analytical approach to different extents. In several national cases it is evident that the chemical societies chose more or less inclusive strategies - however, for different reasons. The inclusive strategy in the Scandinavian societies was primary based on the limited size of the scientific environments of the individual countries. More restrictive strategies might very well have hindered the survival of the small societies. In the French case, however, the open and inclusive attitude towards the industry was rooted in an expectation of an essential financial support therefore the boundary between the society and the applied sector in France should be looked at as a means of communication rather then as a barrier. This applies to many of the negotiated boundaries in several other societies, as does another fact mentioned in the French chapter, namely that the boundary-work was primarily done unreflectively as a result of everyday routines. The Dutch society undoubtedly chose the most inclusive strategy of all - a choice the society has maintained to the present and which has resulted in... 

The most important element of this training is its impact on pupils attainment, achievement, attitude and so on, and the progress that they make. This is a difficult concept to measure accurately, however, if the training programme is targeted and driven by the inclusion strategy and policy, then it is more likely to be able to be measured in terms of outcomes. In essence, best practice shows that training is most effective when it is ... 

Training should be clearly linked to the school s inclusion strategy and policy. 

Develop with the inclusion manager and the team the inclusion strategy and policy. 

This team must be the cornerstone for the success and positive outcome of the inclusion strategy and policy. The role will vary depending on the context and size of the school. However, the key principles of the role with respect to strategic inclusion are ... 

Once the vision and strategic direction are agreed, the team-building can begin. Clearly, the team will play a significant part in the development and implementation of the inclusion strategy and policy. However, it needs to have clear strategic direction from the top in order to develop and implement effective practice. 

This chapter looks at how measuring and evaluating the effectiveness and impact of your inclusion strategy and policy is an essential part of making inclusion happen. Self-evaluation is now key to the new OFSTED inspection framework. Shorter inspections will mean a much greater focus on the ability of schools to undertake effective self-evaluation. A range of self-evaluation approaches and tools are considered, and advice is offered on how to complete Self-Evaluation Forms. 

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