I am Asad Arslan Asif, a student of literature, from Riphah International University. Lines ahead put light on productive diversity.

It is refered to what occasionally follows post-Fordism as "productive diversity," especially in those instances when post-Fordist laws and constraints are addressed and/or partially overcame. It is a phrase that comes from our research on the changing nature of labour as well as that of others. The goal of productive diversity is to identify and implement workable solutions to post-Fordist problems. Every minute of the new shows what might happen next and, occasionally, what looks like it should happen next.

Productive diversity refers to a variety of things, including workplaces that value autonomy and responsibility, delegate power, and respect individual differences. In other words, productive diversity refers to the development of new working relationships and a new agency balance. The ideal and the emergent coexist with the possible and the actual in productive diversity. It is built upon the pillars of today's realism while strategically adopting an optimistic outlook for the future. The type of education that will best support a workplace characterised by constructive diversity is what we have dubbed "New Learning."

Scope 1: Technology

The post-Fordist specialization's flexible nature alters how the contemporary factory functions. Information and communication systems are at the heart of the technologies of productive diversity, which revolutionise manufacturing and primary sectors in addition to the new knowledge industries. The second wave of the computer revolution alters the workplace itself, whereas the first wave increased the level of automation that was feasible in the conventional workplace. To pick just one facet of change, no longer must the architect, banker, designer, or teacher travel to certain locations to carry out their jobs. They can do it online, at least temporarily. They can collaborate in online teams whose members are not even need to reside in the same nation. They could be microbusinesses, individual proprietors, or members of large organisations. In any case, the lines separating work from home, personal from organisational, and local from global become hazy.

Additionally, the new technologies bring with them new distributional economies. The cost benefits of closeness are nonexistent. Messaging, file downloads, and Internet telephony are practically cost-free if you can afford a computer and an Internet connection. There are many new media platforms, such as blogs, wikis, and social media websites, that obfuscate the lines between culture producers and consumers. Now, we are all users. These technologies are disruptive, upending centralised business structures and replacing them with highly decentralised information, cultural, and service production.

Scope 2: Management

The productive diversity approach to organisational culture encourages mental habits that help employees be continually ready for the unpredictability of interaction with others who have a variety of lifeworld experiences. It values these distinctions and engages in productive negotiation. This signifies a significant change in the culture metaphor, from one where negotiating variety is essential to one that is based on the idea of cultural similarity. A variety of pragmatic goals are served by diversity, including the customization of goods and services for specialised markets, managing the dynamics of teams made up of workers from around the world, and forming connections with other organisations with very different occupational cultures. Fordism is a top-down, hierarchical control structure. A soft power system, post-Fordism. You might be assigned to a training session intended to develop teams, promote communication, or strengthen shared values. These programmes could include physical or outdoor exercises that include a chance for adventure and risk. All the differences seem to disappear in this fabricated setting. Additionally, your organisation might create vision and mission statements. The main issue with this strategy is that cultural integration or cloning are never as straightforward. People rarely successfully conceal their differences. From an organisational perspective, it is frequently ineffective. The organisation willfully disregards networks, experiences, and competencies that may be extremely helpful. This develops into a soft power system. The issue is that, despite its egalitarian rhetoric, post-Fordism frequently ends up being just another exclusionary system. As soon as it is put in place, it encounters significant difficulties on numerous fronts. The organisation does not always attract the top hires in a world with more diverse local communities. Instead, it restricts its audience to a small group of people who share the same little cultural self-image.

Scope 3: Education and Skills

The knowledge and skill demands of its members are raised even higher in the productive diversity workplace than they are in the post-Fordist organisation. Because technology is evolving at an accelerated rate, workers must constantly upgrade their subject-matter expertise and technical abilities. What you learned in high school, college, or university quickly becomes outdated, necessitating the need for another degree, a refresher course, training, or self-paced online courses. You may also need to learn the most recent version of a software programme from the help menu and with "over-the-shoulder teaching" from coworkers.

The ability to collaborate with coworkers whose life experiences and skill sets are different from and complementary to your own, to share knowledge as both a teacher and a learner, and to relate to customers while offering them goods and services that cater to their diverse needs and interests are all deeply interpersonal skills that are essential for productive diversity.

Scope 4: Society and Markets

Such entrepreneurial heroism is impossible now because the consumer is "always right" and because goods and services must be tailored to fit the varied identities of niche markets. Age, gender, ethnicity, sexual preference, style, fashion, and taste are used to categorise these markets. Therefore, we have large SUVs, spry sports cars, roomy family cars, micro cars for congested cities, hybrid cars for the environmentally conscious, automobiles of any colour and trim — in fact, there are so many permutations that sometimes an order needs to be placed before a vehicle is even constructed.

Education serves more than merely the requirements of the economy by producing skilled labourers. Most of today's discussion about educational change is based on an economic justification that is too limited on its own. One of many essential goals of education is to assist in the development of useful workers. The modern workplace makes investments in the development of new motivational and productivity-boosting systems. These can be repressive and exploitative at times. In other circumstances, we may naively speculate that such systems might serve as the cornerstone for a certain form of democratic pluralism in the workplace and elsewhere. The idea that the diversity of cultures, experiences, ways of making sense, and ways of thinking may be used as an asset has been referred to as productive diversity in the workplace.

Media Resources Links:

https://youtu.be/gSZREfPW0dE

https://newlearningonline.com/new-learning/chapter-3/productive-diversity-towards-new-learning/daniel-bell-on-the-post-industrial-society

https://www.coursera.org/learn/learnerdifferences

https://link.springer.com/article/10.1007/s11251-013-9294-1

https://newlearningonline.com/new-learning/chapter-3/productive-diversity-towards-new-learning/peter-drucker-on-the-new-knowledge-manager

https://files.eric.ed.gov/fulltext/EJ1263261.pdf

Let's put some light together on productive diversity.

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