| Workforce diversity becomes increasingly a daily reality for organizations in Indonesia. Globalization and world economy in their nature bring along internationalization into Indonesian organizational practices. Another drive for workforce diversity emerges from Indonesian social context, as the society is multicultural in itself. A substantial result of this increasing employee heterogeneity takes form in the emergence of workgroup diversity. Intercultural studies in workgroup share the same opinion on the double-sided effects of group diversity (e.g., Adler, 2002; Thomas & Ely, 2001). While cultural diversity might contribute to group creativity and innovations, it also becomes main sources of group conflicts and communication failures, which eventually creates work- climate problems and individual psychological distress (Adler, 2002). Empirical studies on Indonesians in international and multicultural workgroups similarly point out the importance of managing cultural diversity despite their multicultural nature (e.g., Fremerey & Panggabean, 2004; Tjitra, 2001). Responding to the needs, this article attempts to propose a diversity management program as an alternative for Indonesians to work with cultural differences in inter-group relations. The aim is to promote group communication process which eventually increase group cohesiveness and individual work-life quality. Starting with profiling the problematic areas of Indonesians in group diversity, the article shares experiences in managing diversity, both on individual level (intercultural coaching) and group level (intercultural training). This article reviews four qualitative studies on Indonesians in international and multicultural work contexts (Total respondents = 27). The studies applies semi-structured interview to collect data and applies content-analysis as their data analysis technique. The author shall illustrate some of the program materials in the paper presentation. |