This study investigates the question of how to build an inclusive environment for intercultural dialogue. Using the university campus as a context for our research, we conducted a facilitated idea generation workshop in which participants identified a set of dialogic competencies, followed by individual interviews in which we explored participants’ perceptions of the relationships among these competencies. Interviews were conducted utilizing a software‐assisted, idea‐structuring methodology referred to as Interpretive Structural Modeling (ISM). Based on our results, we constructed a framework that depicts the overall flow of influence among the set of dialogic competencies identified by the participants. While findings confirm the importance placed in current literature on factors such as listening and empathy, they provide a more sophisticated and nuanced perspective on how to accomplish one of the oft‐stated goals of intercultural dialogue, which is to help participants examine their unconscious biases, prejudices, and privileges.

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Organizational cultures often produce inequitable experiences for their members despite significant efforts. But recent scholarship on Masculinity Contest Cultures (MCCs) and Inclusive Cultures (ICs) holds potential to explain why barriers still stymie the organizational advancement of marginalized groups (as with the “glass ceiling”). Drawing on systems theory, this work examines how these two cultures spread in organizations by simulating the processes of socialization and promotion via an agent-based computational model. Varying the hiring pools for different organizations from inclusive to contest-oriented revealed that inclusiveness emerged as self-reinforcing in all but organizations with the most contest-oriented hiring pools. In contrast, hiring pools socialized into hegemonic masculinity made organizations more likely to resist inclusiveness, showing potential to evolve into MCCs in productivity-oriented, hierarchical organizations which are likely products of hegemonic masculinity themselves. Furthermore, organizations tended to see greater cultural change in higher ranks of the organizational hierarchy than in lower ranks, regardless of the more-prevalent culture. Such cultural stratification demonstrates the challenge in transforming the culture of every organizational level toward inclusiveness without further study of how organizational cultures spread.