According to surveys of companies employing more than 100 workers, the number of companies with diversity training (DT) programs increased from 40% in 1992 to 50-56% in 1996. Motivations behind DT include compliance with legal mandates, fear of lawsuits, social justice, desire to expand into diverse markets, and overall organizational transformation. At the same time, a backlash against DT is arising that has been explained in terms of such factors as reaction to rapid social change, deep-seated prejudice, misunderstanding of diversity, and badly planned and implemented training programs. One core issue is lack of consensus regarding the meaning of diversity. To some, DT should be focused narrowly on those categories protected by law (race, gender, and disability), whereas others argue for a more inclusive definition encompassing age, educational level, family structure, job function, sexual orientation, ethnicity, and values. Effective DT programs start with an inclusive definition of diversity and clear objectives that are linked with organizational goals and that reflect employee involvement in design and top-level support. Effective DT programs also focus on finding ways for people to work cooperatively despite differing perspectives. Contains an annotated bibliography of 29 print and Web-based resources. (MN)