Diversité et rationalité managériale : à propos du neutre

Diversity brings possibilities just as it also creates potential difficulties for the organization. Thus, the discourses and practices of managerial diversity policies form a coherent whole that seeks to capture individual differences by identifying ways to manage and align with the goals of the organization. For this, the managerial practices and tools in the field reflect more precisely a rationality specific to management in general, as can be, for example, the activity of control or measurement. Thereby, management seeks to bring into its own codes of thought whatever it may encounter, however different that may be. However, would there be some elements, so distinct, heterogeneous or discordant, that they could have the property of escaping the grasp of management and thus having the characteristic of being difficult to manage, so as to say practically unmanageable? Neutral seems to be one of them. Distinct from the notion of neutrality, the neutral, an idea originally philosophical, has never been exploited in the field of management science. It appears that the neutral is such a powerful philosophical concept that it questions the very foundations of management and its rationality. This article presents a theoretical discussion in order to question the neutral and its richness in relation to the field of diversity management. We will attempt to highlight the academic interest of continuing work on the subject.