In 1995, Meg A. Bond began working as a researcher, consultant, and trainer at "ChemPro"--a New England manufacturing firm that produces specialized chemicals. Brought on board to guide ChemPro's efforts to create an equitable, efficient, and diverse workplace, for seven years Bond enjoyed open access to the organization's change process and to all the individuals involved. Using ecological theory as her conceptual framework, Bond delineates the stages of this process as it unfolded, drawing out lessons for workers, managers, and consultants from the nitty-gritty dynamics that emerged as the organization underwent change. Bond addresses such issues as privilege, multiple realities, intent versus impact, interdependence, and reactions--both positive and negative--to diversity interventions. Emphasizing messy dilemmas as well as successful strategies, she offers an energetic and honest appraisal of a long-term diversity effort, with lessons that apply to other institutions and organizations. Bond's is a unique multiyear site-specific study addressing multiple dimensions of diversity. Her "hands-on" experience, unusual for a scholar, provides a more complete and nuanced view of what is really required to support a diverse workplace. In a society of growing heterogeneity, this is a central challenge that is increasingly affecting most workplaces.