Individual human beings differ from one another physically in a multitude of visible and invisible ways.

If races — as most people define them — are real biological entities, then people of African ancestry would share a wide variety of traits while people of European ancestry would share a wide variety of different traits.

But once we add traits that are less visible than skin coloration, hair texture, and the like, we find that the people we identify as “the same race” are less and less like one another and more and more like people we identify as “different races.”

Add to this point that the physical features used to identify a person as a representative of some race (e.g. skin coloration) are continuously variable, so that one cannot say where “brown skin” becomes “white skin.”

Although the physical differences themselves are real, the way we use physical differences to classify people into discrete races is a cultural construction.

Referenced by H2220323

While reflecting on the needs of organizations, leaders, and families today, we realize that one of the unique characteristics is inclusivity.
Why?
Because inclusivity supports what everyone ultimately wants from their relationships: collaboration.
Yet the majority of leaders, organizations, and families are still using the language of the old paradigm in which one person typically the oldest, most educated, and/or wealthiest - makes all the decisions, and their decisions rule with little discussion or inclusion of others, resulting in exclusivity.
Today, this person could be a director, CEO, or other senior leader of an organization.
There is no need for others to present their ideas because they are considered inadequate. Yet research shows that exclusivity in problem solving, even with a genius, is not as effective as inclusivity, where everyone's ideas are heard and a solution is developed through collaboration.

Referenced by H2210329