Changing the Face of Diversity

Presented by

Janet Miller

I. Opening Activities

OUR OBJECTIVES

• Define and explore diversity• Identify and examine our

own stereotypes as they relate to the workplace

• Explore the impact of cultural influences on team and workplace behaviors

• Learn and practice effective techniques for handling cross-cultural conflict in the changing work environment

II. R.E.S.P.E.C.T. for Diversity

Cultural Aerobics Activity

What Do You Stand For?

Responding

Enhancing

Serving and

Producing

Excellence in

Cross-cultural

Transactions

DEFINITIONSDiversity – The unique set of

qualities that separate people as individuals, such as race, gender, religion, physical and mental abilities, geographic locations, economic status, and many others.

Culture – The sum total of values, attitudes, behaviors and symbols that are transmitted within groups and communicated to successive generations, to provide a cognitive map for actions and interpreting reality. Culture is a significant lens that influences the way people think, perceive and act.

Cultural Competence – means that the worker has systematically learned and tested awareness of the prescribed and proscribed values and behavior of a specific community, and an ability to carry out professional activities consistent with that awareness.

Cultural Cultural DiversityDiversityCultural Cultural DiversityDiversity

What is it?What is it?

Cultural Diversity – A set of shared ideas about the way we live and behave toward others. An agreed upon set of rules about style, tradition, behavior, etiquette, etc.; combined with the unique set of qualities that separate us as individuals (age, gender, religion, and physical and mental abilities and many others).

LAYERS OF DIVERSITY

Personality

Personal Dimension

External Dimension

Organizational Dimension

LAYERS OF DIVERSITY

Personality

Physical Ability

Race

Age

Sexual Orientation

Mental

Process

Gender

Ethnicity

Personal Dimensi

on

LAYERS OF DIVERSITY

Personality

Marital/Parental Status

External Dimension

Education

Geographic

Location

Income

Family

Status

Personal

Style

Work/Life Experience

Friends/Peers

Hobbies/Interests

Religion

LAYERS OF DIVERSITY

Personality

Work Locatio

n

Union Affiliation

Organizational

Dimension Management Status

Unit/Department/Division

Work Content/Field

Seniority

Identifying Cross-Cultural Issues in the

Workplace• What are some examples of cross-

cultural issues that could lead to communication “train wrecks”?

• What are some barriers to experiences positive cross-cultural interactions?

• List some behaviors that you believe promote positive cross-cultural interactions in your workplace today?

Cross-Cultural “Time-Bombs”

• Incorrect assumptions about diverse cultures.

• Expectations that others will conform.• Language problems leading to

miscommunications and misinterpretation, biases against the unfamiliar.

• Prejudice and institutional power.

ASSUMPTIONS

EXPECTATIONS THAT OTHERS WILL CONFORM

BIASES AGAINST THE UNFAMILIAR

LANGUAGE BARRIERS

PREJUDICE COMBINED WITH INSTITUTIONAL

POWER

III. Cultural Programming

(Our Behavioral Software)

What is our behavioral software?

#1. Sense of Self & Space– How you view yourself and your

place in the world.– The level of distance you need

between you and others to feel comfortable.

#2. Communication and Language– Methods, modes, patterns, and

styles of communication, verbal and non-verbal.

– Native languages, dialects, vocabulary, jargon, etc.

#3. Dress and Appearance– Ethnic dress, style, and clothing

#4. Food and Eating Habits– Types of food you eat, preparation of food– Time of day for meals; Types of eating

utensils, etc.

#5. Time and Time Consciousness– Being on time is important or not

important

#6. Relationships– Gender roles and expectations

#7. Values and Norms– Core principals, what you really care

about– How you are treated or expect to treat

others, etiquettes

#8. Mental Processing and Learning– How you think and problem solve;

learning styles such a visual, experiential, or auditory

#9. Work Habits and Practices– Working to live, or living to work.

Your approach to career, etc.– Your approach to tasks, your sense of

commitment; value you place on job performance.

Cycle of OppressionOppression is a consequence of a self-perpetuating

imbalance in economic, political, social and cultural power

Conscious/unconscious

acceptance of misinformation

Born into the world without

assumptions

Socialization occurs: We learn stereotypes and misinformation about others

Reinforced messages which result in guilt, confusion, self-hate, rage, and

ignorance

PERSONAL MAPSPERSONAL MAPSPERSONAL MAPSPERSONAL MAPS

CONSIDER THIS!• We are all born without pre-

recorded data;• We take in information and

misinformation that unevaluated;• We can get accurate information;

and

WE CAN CHANGE!

Breaking the Cycle of Oppression

• Requires us to:– Find new evidence or information

that disproves your stereotypes and assumptions.

– Start looking for people that don’t necessarily fit the stereotype.

Breaking the Cycle …..

• Question– Norms– Values– Behaviors– Roles– Rules

• Which Calls Us To:– Learn new information– Unlearn misinformation– Identify and work through our own

stereotypes– Move out of our comfort zone– Allow for mistakes toward learning

• Which Can Result In:– Changed feelings and actions– Redefining who we are in terms of

the various dimensions of cultural diversity

DOWN WITH THE DOWN WITH THE WALLSWALLS

DOWN WITH THE DOWN WITH THE WALLSWALLS

Down with the WallsGroup Activity

• What is difficult about being _____?• What should others never say, think,

or do toward your group?• What can members of groups other

than your own do to support you?• What can society do to support you?

ACTION PLANS* ____________________* ____________________* ____________________* ____________________* ____________________* ____________________

CULTURALCULTURAL CARE KIT CARE KITCULTURALCULTURAL CARE KIT CARE KIT

Take home and practice!Take home and practice!

LISTEN• Seek first to understand then to be

understood• Respond to what is being said not how it is

being said• Wait until any anger or frustration has been

expressed before responding to the situation• Avoid expressing anger, shock, or laughter

that might convey disapproval of the person’s expectations, phraseology, facial expression, gestures, etc.

• Stay confident, relaxed, and calm. Open to all information.

EVALUATE

• Hold any judgments until you determine the cause of the problem

• Ask open-ended questions that can give you valuable information

NEGOTIATE• Agree with person’s right to hold her/her

opinion.• Explain your perspective of the problem. (I

care messages)• Find out what the person expects from you.• Acknowledge similarities and differences in

what you are able to provide and what the person expects.

• Offer options. Tell the person what he/she can do given the situation.

• Allow the person to choose the option to correct the problem.

ACCOMMODATE• One person strives to accommodate the

other, or both people work to accommodate the other.

• Explain pertinent roles and expectations, organizational values and assumptions.

• Explore ways in which you can assist the individual in meeting the objectives.

• Act effectively; ensuring understanding.• Demonstrate or explain the actions.

FORGIVE• Hard feelings and built-up

resentments can get in the way of managing effectively.

• Forgiving is always an option and is encouraged to allow room for better listening and understanding to take place.

BE A CHANGE AGENT

• Be intentional about becoming a change agent by evaluating the motives of your own heart.

• Do an on-going check on your preconceived notions.

REACH OUT

• Get involved – Look for opportunities to develop positive relationships across cultural divides.

SEEK NEW INFORMATION

• Have a willingness to KNOW!• Learn new information and

unlearn misinformation.• Share what you have learned

through your example to others.

DON’T DENY THE REALITY

• “ISMS” can take many forms, but the most prevalent form is institutional racism. YOU have a wonderful opportunity to become an effective change agent , by confronting the issues with compassion, caring, and truth.

REMEMBER• That we need each other. Each of

us is unique and has something wonderful to offer.

• Don’t look for simple answers to complex problems. Trust can only be built with time and commitment wrapped in sincerity.

NEVER, NEVER, NEVER

• EVER, GIVE UP! - To truly work toward discovering and unifying our diversity, it’s going to cost us. Have a willingness to invest time with each other. Expect rejection at times, but don’t give up. Reflect on little victories to help “fuel the fire” for new victories in this unifying game of life.

JUMP YOUR COMFORT ZONE!

• Take some risks and dare to go M.A.D., that is go out and……

MAKE A DIFFERENCE!