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Data visualization literacy is essential for K-12 students, yet existing practices emphasize interpreting pre-made visualizations rather than creating them. To address this, we developed the DPV (Domain, Purpose, Visual) framework, which guides middle school students through the visualization design process. The framework simplifies design into three stages: understanding the problem domain, specifying the communication purpose, and translating data into effective visuals. Implemented in a twoweek summer camp as a usage scenario, the DPV framework enabled students to create visualizations addressing community issues. Evaluation of student artifacts, focus group interviews, and surveys demonstrated its effectiveness in enhancing students' design skills and understanding of visualization concepts. This work highlights the DPV framework's potential to foster data visualization literacy for K-12 education and broaden participation in the data visualization community. 

Organizations inevitably face various forms of disruptive events (e.g., external crises), and sustaining long‐term prosperity requires them to stay resilient when encountering unexpected adversity. Prior crisis management research predominantly relied on qualitative case studies to examine efforts after a crisis had occurred, treating the crisis as a “given” rather than a variable. The exceptionality of crisis situations and the ad hoc nature of crisis countermeasures largely limit current knowledge about how organizations may manage employees to remain in a preparative stance for disruptive events. Integrating the inclusion literature, crisis management research, and event system theory, we propose inclusion management practices as a viable pathway for organizations to develop resilience resources and capabilities prior to a crisis, allowing them to exhibit greater robustness and agility when a crisis arises. Such robustness and agility, in turn, enhance organizational performance thereafter. We further pinpoint the strength of a crisis event as an important contingency shaping the effects of pre‐crisis inclusion management practices on organizations’ resilient responses and thereby performance. We tested our hypotheses in the context of the COVID‐19 pandemic crisis using longitudinal manager‐report survey data (N= 884 workplaces). We found that workplaces that implemented more inclusion management practices before COVID‐19 were more robust and agile in response to the pandemic crisis. Agility (but not robustness), in turn, was positively related to organizational performance. In addition, the effect of inclusion management practices on agility was stronger for workplaces with greater COVID‐19 event strength.