The ongoing debate over the definition and application of workplace diversity policies results in a wide range of viewpoints. There are a number of theoreticians who feel that if diversity is more than avoidance of discrimination, that the traditional body of anti-discrimination programs such as the Equal Employment Opportunity (EEO) efforts practiced by many organizations have become obsolete; the focus on compliance and metrics should give way to executive strategies that minimize the focus on compliance in favor of inclusion. Although a number of diversity theoreticians feel that the core concepts of workplace diversity center on inclusion and valuing human attributes, many individuals who manage diversity and EEO programs at the operational level hold contrary views that value compliance and the ability to measure results. These practitioners embrace the idea that diversity should create an organization at peace with itself and one that can tangibly demonstrate that "we have done it". The creation of organizational knowledge, enabled by an information management system can create a corporate culture that normalizes diversity and provides the organization with consistent methodologies to measure diversity. The successful implementation of technical solutions that support diversity programs require a social process involving the development of communities of knowledge to develop realistic requirements, based on a clear definition of workplace diversity. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]