End of Chapter 1 Answers 1) Self-acceptance is getting to move on despite what people thinks about us, it is more of self- esteem, white self-esteem is how important we see our self. It is good to understand each other no matter what they are, about anything as that is how they are and it's their character. 2) It is good as we are people from different diversity. Hence we don't see things at the same level we don't have to like anything which we know it is not the way. 3) Define the three approaches to diversity. Valuing differences, this being penned and accepting and respecting differences. Affirmative Action this is correcting the inequality in the job such as discrimination which had occurred and did the right thing. 4) This helps in knowing the difference between diverted people; it is easier in learning other differences our culture if we learn our culture, these we assist us in having a knowledge of understanding each other. 5) This is when we can have knowledge, having self-protections, having a fear of the unknown, and lack of pressure, culture senility, and awareness helps in understanding the existence of other people's culture which in return there is respect and understanding. 6) It can be used by looking at how each other takes each other about their culture; this will help in good production as people will get to understand each other culture. 7) Prejudice: this is not having enough knowledge about a group when judging them. Stereotypes: this is an assumption against one group according to their characters. Discrimination: this is a wrong treatment to people or group in their disadvantage. 8) Explain how prejudices or stereotypes can lead to discrimination in the workplace. It is a myth as many cultures merge and there is no dominance in culture, it will just bring better understanding of each other culture, not one culture Internet exercise Chapter 1 Culture is the integrated way of human behavior including language, ethnic, religious or social groups while competence is working effectively as the individual in an organization where there is difference culture beliefs and behaviors. They say, health care is a culture construct which is from people's belief about diseases nature and a human body. Therefore, they have to understand the patients in cording to their thinking and beliefs. End of Chapter 2 Answers 1 & 2) Killing - killing is inhuman Fear - brave Anger - happy Inpatient - patient Tension - relaxed 3 a) It was not easy in coming up with positive thoughts as I don't feel in doing them. b) It was easy on coming up with positive thoughts more than the negative; I think to human you always have to be positive in thoughts and deeds. c) I think it will still be ringing in our minds though it will convince our mind we have done the best. Part B: 1. TRUE 2. FALSE 3. FALSE 4 FALSE 5 FALSE 6. TRUE 7 FALSE 8. FALSE 9. FALSE 10. FALSE 11. FALSE 12. FALSE 13. FALSE End of Chapter 2 1) Race discrimination is distinguishing other people due to their ethnic group. Color discrimination it is distinguishing other people due to their skin color. 2) It protects the following classes: the white, African American, Asian American, Latino, and Native Americans. 3) Sex discrimination is discrimination regarding birth sex which is male or female The above can use the law when they are asked to be taken action to confirm their claims 4) This is when a person asks for any sexual activity in return to tangible things like job while the hostile environment is the act of other person showing some sexual nature to fellows which bring tension among them. 5) What is the difference between gender identity and sexual orientation and are these federally protected classes? Could these groups be protected by state or local laws? Sexual orientation is the choose of a person who you love while gender identity is when one has a right to choose which gender he or she wants to be, and they are not protected by any class. They are under local laws are not all sates have agreed on them. 6) It is not as it is racism and it will not sound well on Mike as may be he was of different race which will affect his working condition. 7) Forty years. It is because this age is when someone is over his or her youthful and in his or her aging years, people may discriminate him as they will always think he or she is not capable of having the job. 8) American with Disabilities Act. It helps them be treated as normal people, either in work behavior or even addiction. 9) Undue hardship-this is a job that requires some difficulties or expense in factors such as the size of the business, financial resources, or nature or structure of job operation. While individual disability is a person, who has either physical or mental impairment which can limit him or her in doing chore such as the average person. End of Chapter Exercise a) American Disability Act of 1990, Titles I and V The person is denying the right of seeking, medical attention due to his disability b) Pregnancy discrimination The supervisor never understood her conditions and respects her and the position he or she just demoted her for no legit reason. c) National Origin Discrimination They are harassing him due to marrying an Asian woman who is discrimination d) Religious Discrimination That is her religion, and the employee is not supposed to fire her due to hijab which is due to the Islamic religion. e) Sex Discrimination The person has the right to be who he or she wants as long he or she love it without any discrimination f) It is not discrimination as the job has the specific requirement which is legally imposed. g) No Discrimination as the agency had already had only gave description of their employees. Internet Exercise I Foley Products Company 1) Race Discrimination Lawsuit 3) U.S. Equal Employment Opportunity Commission (EEOC) 4) The company had refused to promote and also firing Fred Pharham who is a Black American Foley adopted the policies of avoiding harassment in regardless of anything not legal Part B: 1) The plaintiff was a person of color he had evidence for his discrimination. 2) It is as long there is evidence of the discrimination to happen, and the law must act as the individual is protected by the constitution against certain discrimination. 3) The party may be having the lack of evidence, and still, the company may have demoted the person due to other reasons such as lack of enough qualification. Chapter One: Valuing Diversity R The wise are as rare as eagles that fly high in the sky. Bantu proverb Managing Workplace Diversity I Chapter One: Valuing Diversity VALUING DIVERSITY Chapter Objectives After reading this chapter, you should be able to: know how to value diversity. understand what it takes to manage change. explain how the right or wrong attitude affects managing change. clarify what it means to embrace diversity. see the connection between interrogating my thinking and valuing diversity identify the three approaches to diversity. describe what is required for cultural competence. Managing Workplace Diversity I Chapter One: Valuing Diversity Introduction What is Diversity? Organizations use definitions of diversity that are almost as diverse as the subject itself, but what is clear is that the central theme of 'valuing everyone as individuals - as employees, customers, and clients' extends dwersity beyond what is legislated. Business exists in competitive and changing markets, which means that all employees must make significant contributions to business success and add value in every conceivable manner, but everyone is different, so organizations will need to be able to harness individual workers' unique differences and convert them into competitive advantage.1 When studying organizational phenomena, many researchers state that employers implicitly assume that employees within an organization are homogeneous. Diversity researchers reject this assumption. Their work focuses on questions that arise when the workforce is acknowledged as a heterogeneous mix of people with different backgrounds, experiences, values, and Identities.2 A challenge of this type puts a premium on value systems that are inclusive, fair and ethical. We know from the essential charactenshcs of the psychological contract that employees expect their employers to value who they are.3 This is why effectwe workplace diversity is so important to enhancing business performance and, as research evidence shows, is correlated w.th good people management.4 According to the change agenda, Managing Dwerslty: Linking Theory and Practice to Business Performance Conference foreword by Dlanah Worman: Managing Workplace Diversity } Chapter One: Valuing Diversity In the global market place of the twenty-first century, the pace of change /n business practice /s considered faster than ever before. Organizations are striving to keep one step ahead of competitors to gain and sustain market share and to appease the increasingly voracious appetites of customers regarding products and serwce dehvery. Against this fluid background, the challenge organizations face /s to be able to respond to change/n ways that assure survival.5 Whtle change is a constant factor tn today's workplace, many of us perceive change to be burdensome. This tndtcates that there can be reststance to change which could result in a resistance to dwersity efforts. Hanaging Change How well are you at managing change? To determme the reply, let's start by answering the following questtons: 1. If someone challenges your behaviors or beliefs, do you find yourself justifying, defending or ratlonahzlng as a response? 2. Do you find yourself frustrated when you have to change your routtne, change your plans, or change something as simple as your work route due to a detour7 3. Do you find that you are still deahng with the same problems you had 3, 6 or 9 months ago? 4. When confronted with a challenge regarding your character or work ethics do you find yourself giving excuses for why you are the way you are? 5. Do you find yourself complaining a lot about life, your job, your relattonshtps or other significant areas in your Itfe? If you answered, "yes" to at least three out of the five questions, you may have some tssues wtth managtng change. Yet, if hfe is about growth then change is a natural part of the hfe cycle. But, so many people are reststant to change. Why? Because change often takes us out of our comfort zone. Managing Workplace Diversity I Chapter One: Valuing Diversity Yet, as we start this discussion of workplace diversity you may find that you need to change your thoughts about others and/or open your mind to beliefs unlike your own. Part of managing change is being teachable where you are able to listen (not tune out, not argue with, not think of an answer before the person finishes speaking) to what others have to say. Listening does not require you to take the person's advice, but you must be able to respect what they have to say. If you are teachable, you will even ponder over what they have to say before making a judgment. Being teachable also means that you realize that you have room for improvement (no matter the ag or status) and you can, therefore, be more open to what others have to say. Having an open mind is imperative to being able to deal with change.6 We must also understand that while having an open mind is an important ingredient to managing change, being cautious of what we put in our mind affects how we act toward change. We all know that our minds are power centers--the area where we store our thoughts, ideas, imaginings, and decisions. But, how does this power center control our behavior? Read the following quote: Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny. Frank Outlaw7 If we really want to make a change that will affect who we are then it must start with the images, beliefs, values etc.., that are a part of our thoughts. We must keep our minds open and be aware of our thoughts; just these two aspects alone can help us to make continual improvement in our character. While you may think that you are done improving your character, none of us are perfect and therefore we can all stand to make some changes. Managing diversity may require you to open your mind and challenge your ways of thinking.8 This can be done by first looking at our attitude toward change which can ultimately affect our ability to embrace diversity. Managin8 Workplace Diversity I Chapter One: Valuing Diversity Managing Change through our Attitudes As we begin this journey of learning how to address workplace diversity, we will address a key ingredient that will determine how we adjust to change or difference-that is, our atbtude. Your attitude is often one of the first things about your character that people will notice. So, what really is your attitude? It is the way m which we respond to our circumstances. According to the American Heritage Dictionary "attitude" is a state of mind or feeling with regard to some matter.9 When choosing to deal with change or your circumstances you can respond negatwely or positively or just simply shift into neutral. By shifting into neutral you may be choosing to ignore the sttuation, but how long will this be an effective response to change7 You could also respond negatively to change by complaining, being sarcastic or even experiencing intense anger. But, does ths type of response really make the circumstance go away? Since none of us are perfect and don't always respond appropriately, we may find that our first response is a negative one. But if we can open our minds, reflect on the incident then maybe we can find a positive way to respond to the change. Even m the worst of conditions, if you look hard enough you can often find some positive way to view change. But is it really this simple7 Understanding why we respond to change unfavorably (that is with a negative attitude) goes a long way toward hawng a favorable response. Fear is often the most cited reason for people being unfavorable about change. Fear of the unknown, fear of a new way of thinking or doing and fear of failure are all fears that people experience when facing change,l But, fear is not the only reason people have a negabve atbtude toward change. Insecurity is another. When a person's self-worth or what they thought made them who they are is being shaken, lost or questioned, change may not be welcomed.I! We all have our comfort zones and when those are threatened we can often become uncomfortable. But, you cannot move ahead by holding on. You have to let go and understand that you will experience some discomfort. But this discomfort does not have to control you. As you adapt to something new by having a positive attitude, you then give yourself the chance to feel the exhilaration surrounding this new experience.12 Controlling our attitude is even more possible when we examine our various levels of thought. Researchers suggest that to bnng order to the Managing Workplace Diversity I Chapter One: Valuing Diversity r i potentially chaotic landscape of the mtnd, it helps to thtnk posttively.]3 Posittve thinking, the highest level of thmking breeds peace, love and creativity, and encourages harmony and happiness.]4 Having positive thoughts may seem idealistic, but it ts not as difficult to achteve as one might think. If we can first concentrate on and find the positives in ourselves, then maybe we can do this for others and for uncomfortable circumstances. To that end, I ask you to do the following exercise before movmg forward in the chapter. ,, Positive Thinking Exercise Take three to five minutes to complete the exercise. Please be honest and time yourself. List ten POSITIVE internal attributes (things that would define your character) about yourself such as "caring." Now list ten POSITIVE external attributes (things that make you physically attractive such as you have beautiful eyes). Please do not get ANY assistance (do not ask your spouse, partner, friends or family), all twenty answers must come from you alone. Ten Posihve Internal Characteristics About Me: 1. 2. 3. 4. 5. 6. 7. 8. 9 10. Ten Posltwe External Characteristics About Me: 1. 2. 3. 4 5. 6 7 8 9. 10. Managing Workplace Diversity I Chapter One: Valuing Diversity Now that you have completed this Positive Thinking exercise, was it easy or difficult? If you answered easy, were you able to come up with 20 answers or at least 16 in total? If yes, I applaud you. This is excellent and generally means that you have a great self-image. Hopefully, if you feel this positive about yourself you should be able to see positive attributes in others as well as have a positive attitude toward change. According to psychologists, those who have healthy self- esteem feel less threatened by change and can therefore extend their positive thoughts to these difficult situations. \\ If you answered difficult, then maybe now is the time to ask others about your internal and external positive characteristics so that you can complete your list and add these positive thoughts to how you view yourself. Finding this exercise difficult could mean several things. For one, you may confuse being self- assured with being conceited and therefore have not allowed yourself to think these positive thoughts about yourself. Remember, thinking positively about ourselves does not indicate that we overvalue ourselves and have heads that can't fit into doors, it just means that we value who we are. Additionally, if you found this exercise difficult it could mean that you need to work on valuing who you are. How can you expect others to value what you don't? How can you look for the positives in difficult circumstances when you can't do this for yourself? Unfortunately for many reasons, some of us have not built a healthy self-esteem based on realistic characteristics of self. Instead, we have a false sense of security because we don't value who we really are. If we can elevate our thoughts to positive from negative (especially our thoughts of self), then we should better be able to elevate how we respond to change. If we can be positive and allow creativity to permeate our attitudes then maybe we can have an open mind. With an open mind, positive attitude, and positive self-worth we can begin to see change as positive. This should go a long way toward starting the process of embracing diversity. Acceptance of Self No matter how different we may feel from others or how much we may have been bullied or how much ego others think we have--there is great benefit in knowing the positive characteristics associated with "who" we are. A positive self-worth leads to acceptance of self or as some would call self-esteem. Though related, selfacceptance is not the same as self-esteem. Managing Workplace Diversity I Chapter One: Valuing Diversity Self-esteem refers specifically to how valuable, or worthwhile, we see ourselves; whereas self-acceptance alludes to a far more global affirmation of self. When we're self-accepting, we're able to embrace all facets of ourselves--not just the positive, more "esteem-able" parts. This means that despite what others may find valuable, others views do not impact how we feel about ourselves because we know our good points and not so great aspects but we accept it all. My mother-inm law had a saying ....... you must take the good with the bad. It won't be all good and it won't be all bad. If we can do this for ourselves, accept all that makes us who we are--then shouldn't it be easter for us to accept both the positive and negative aspects of change as well as accept others and everything that makes them "who" they are7 \\ How to Value Diversity Do all beliefs deserve respect? Table 1: Read the following statements below and indicate which ones you agree with and why. 1. I believe that anyone has the right to believe anything they want to about anything at all - but I don't beheve they have the right to force others to agree wath them or be upset if others disagree with them. (Agree or Disagree) 2. What happens in your own head is your own business - it is when it comes out of your mouth and influences your actions that it starts to become relevant to anyone else. (Agree or Disagree) 3. You don't have to agree with what someone says. It's not about liking the other person's opinion. It's about realizing people don't always see eye to eye and accepting that reality whether you like it or not. (Agree or Disagree) 4. Some beliefs are simply not respectable. (Agree or Disagree) Managing Workplace Diversity I Chapter One: Valuing Diversity 5. There is no reason we should judge someone just because they believe in something that we don't or act in ways that we do not. No matter where they come from and what they think, we should be treating everyone with an equal amount of respect. (Agree or Disagree) Not all of the statements above (if agreed to) follow the premtse of the textbook. The premise of this book is that we are all entitled to our beliefs, lifestyle, way of dress, etc. especially since this Is the land of the free. But, does this mean that we will agree with the viewpoint and choices of others? Probably not. It is acceptable to disagree with another's viewpoint, the dwerse views of this text or your workplace views on diversity. However, whether you dtsagree with dtfference or dwerstty is not the issue, the issue is having the abtlity to respect another person's right to behave and believe as they choose. But, how far do you take this7 Does thts mean we support a serial rapist and this person's rights to act as they choose? Of course not. The laws of the land and ethical workplace expectations are the gutdes that help us to determine what rights others have that we should respect. It is important to note that it is not our opinion that determtnes where these boundaries of acceptable and unacceptable fall. As laws change, as people gam more civil rights, as viewpoints in society provide more equality this all requires us to have an open enough mlndset that even if we don't agree wtth these changes or cwll hberttes provided in the United States, we can respect the right that others have to them. Embracing Diversity People can be categorized in many ways, such as by gender, race, reltgton, ethntcity, sex, language, income, age, abthty or sexual onentatton. Unfortunately, these categories are sometimes used to label people unfairly or to saddle them wtth stereotypes. Stereotypes are generalized assumpttons concerning the traits or characteristics of all members of a parttcular group. They are frequently (although not always) negatwe and incorrect n appllcatton. But, Manasin8 Workplace Diversity I Chapter One: Valuta8 Diversity rather a stereotype is positive or negative it is wrong because no one fact applies to all in a group. Ironically, stereotypes discourage closer contact, preventing the perpetrator from discovering what the individual victims of these stereotypes are really hke.15 Stereotypes often form the basis of prejudice, a premature judgment about a group or a member of that group made without sufficient knowledge or thought.]6 We can also develop preJudices towards a whole group based on a single emotional experience with one person. Prejudice demonstrates an unfair bias that does not allow for individual differences, good or bad. It violates the standards of reason, justice, and tolerance. \\ Many of today's prejudices have their roots in thousands of years of human history, such as the institution of slavery in America, the slaughter of European Jews by Christians en route to the Holy Land during the Crusades, and numerous religious wars between Catholics and Protestants. Other biases can be based on media portrayal, personal experiences and influences. A number of sociologists attribute prejudice to modern social problems, Including urban decay and overcrowding, unemployment, and competition between groups.]7 Research suggests that people of lower (but not the lowest) SOClO-economic status or who have lost status are more prejudiced because they seek scapegoats to blame for their misfortune.]8 Backlashes against minority groups are therefore more likely during periods of severe economic downturn and increased unemployment.19 Many of us recognize our own irrational preJudices (they may concern places, foods, Ideas, etc., as well as people) and work to overcome them. In contrast, bigots are those persons who obstinately cling to their preJudices, displaying a degrading attitude towards others to whom they feel superior. Various groups have been and continue to be the victims of bigotry, Including racial, ethnic and religious groups, women, persons with disabilities, transgendered individuals, gays and lesbians amongst others. We are intolerant if we reJect or dislike people because they are different, e.g., of a different religion, different soclo-economlc status, or have a dfferent set of values. When comparing different vs. normal In the United States culture, this has largely been based on white, heterosexual, able-bodied males, the norm against which to judge others. But, as we look around our jobs, our school systems and our communities at large, we wdl find more women, people of color, disabled, homosexuals/gay & lesbians and others that don't fit the Managing Workplace Diversity I Chapter One: Valuing Diversity above norm. It therefore becomes increasingly necessary that our environments acknowledge a different norm that is representative of all groups. Not only must the current norm based upon the dominant culture be altered, but so must our approach to embracing diversity. If not, this can lead to workplace discrimination which refers to the treatment or consideration of, or making a distinction in favor of or against, a person or based on the group, class, or category to which that person belong. It Js much more accurate to judge people on individual merit that may require thinking outside of the box. To think outside of the box of societal norms, let's start with the following myth: MYTH: AMERICA IS A HELTING POT While it may seem easier to have all cultures assJmdate-that is, melt into the dominant culture, this is not a realistic or fair expectation. According to Holly Atkins in the December 2001 article: An American 'tossed salad' Js the appropriate clich she Indicates, the melting pot Is no more.2 Today, many people from diverse backgrounds may blend together but never lose their cultural identity. Therefore, it makes more sense to change our mlndset to the following theory: FACT: AHERICA IS A TOSSED SALAD We are all different (some of us could be cucumbers, some tomatoes, some cheese, etc ) one is not better than the other. But, just like each ingredient looks different and adds a different flavor to the salad, so can a diverse workplace produce a greater product if managed effectively. The race thing about the tossed salad is that as each item Is added it never loses ts identity or flavor. As we begin to value diversity we should not expect those culturally or ethnically different from us to lose their identity or culture--they should not melt into the pot. Assimilation is not the goal in learning to value diversity but rather the goal is to learn to have an inclusive workplace where every person is valued for who they are.21 Once we see that difference is not good or bad, it is just different then we can begin to understand that a salad with just lettuce would seem bland next to a salad with lettuce, cucumbers, tomatoes, olives etc. Requiring everyone to be just alike would cause America to be "bland." You know what they say: diversity adds spice to life. With diversity comes different types of music, food, customs, thought patterns, dress, etc.., and each of these enriches the U.S. culture and workplace. Managing Workplace Diversity I Chapter One: Valuing Diversity Despite this enrichment, some groups or individuals may find it more beneficial to assimilate rather than to hold onto their unique identity. This is when cabbage may want to change to lettuce. The lettuce may even welcome this assimilation but then we must remember that assimilation is not an overnight process. It usually takes two or more generations for the members of a new group to become sufficiently absorbed into the life of a community so much so that they lose their separate identity.22 This assimilation can be easier and sometimes desirable when those groups assimilating are easily accepted into the group norm and are considered a valuable entity. However, some ethnic groups--mainly those of dark skin colors--never achieve total assimilation. If we are in agreement with the tossed salad theory, total assimilation should no longer even be the expectation. But even still, those of dark skin have had a harder time due to the prejudices that society has exhibited towards people of color. The truth of the matter is where there are obvious differences due to skin color, accents, weight, height many in the U.S. society have more in common than they realize. This common ground supports the notion that while managing workplace diversity may not be simple; it is to the benefit of many. Learning to embrace diversity rather than have others try to fit into the norm or melt into the pot should be the goal of organizations. But, even though we could all stand to benefit from the tossed salad theory the workplace is not yet without prejudices that could easily turn to discrimination. Let's give a warning here, as some of you may be thinking, "Prejudices aren't an issue in today's world, I'm not prejudice." People concerned about and committed to improving inter-group relations must guard against such cliches as'. "I'm not prejudice." Even as you think about the tossed salad theory, I am sure that everyone can think of one item going into that salad that they don't care for due to one reason or another. But, if this does not fit you maybe you find that you like one item on the salad better than others, therefore you have a bias toward one ingredient. Just the same, people can be in general prejudiced for or against other people. However, there are many laws against discriminatory behaviors, but there are none against prejudicial attitudes. However, the good news is if we can learn prejudices we can most certainly unlearn them. This begins with simple concepts and thought, such as viewing the world/workplace as a tossed salad where working together is the order of business. We must also know that of those who maintain their Managin8 Workplace Diversity I Chapter One: Valuin8 Diversity difference, no matter how different, we should not judge this person, hold prejudtces against them but accept who they are. But, we can't get to this step tf we don't fully recognize our preJudices or negatwe ways of thinking about difference. Once we recognize that we do have preconceptions toward others only then can we start to change our biased thoughts to unbiased thoughts. IlZtP.zLOlatina Our Thinkinq How often do we interrogate our thinking? Do we question why we feel the manner in which we do? Is our thinking justified? Is It because of one or a few negative experiences? Wdl my thinking about difference or a particular cultural group negatively impact my work experiences with this group? The following checklist of \\ questions can help us to recognize when we are falling into restrictive patterns of reasoning and to push ourselves beyond these common "traps" (taken from Gentile, M. C. (1995), Ways of Thinking about andacross Difference): What are my thoughts regarding my rights? TRAPS ESCAPE (a better way of thinkinf) Do I believe I have absolute rights without responslbd,ty? Does my thinking reflect a fearfulness or insecurity about inadvertently "gLvlng away" my rights? Does my thinking reflect a security in my own idenbty and an openness to new deas that is born of the awareness that my =denbty Is multiple and dynamic, and that change does not necessarily mean loss? Am I focused only on presemng my own privileges, rather than also understanding my appropriate and necessary responslblhbes to the larger community I inhabit? Am I trying to understand the different costs and benefits associated with differing identities and poslbons in that community, including my own? How do I define myself through my thinking? TRAPS ESCAPE Do I define myself by the ways in which I am different from others, or in terms of "the ways I am not" (i.e., not ignorant, not guilty, not a failure, not weak)' Do I define myself more complexly, recognizing the differing and even conflicting aspects of my own multiple ldenbbes7 Can I admit that I have things m common with the people I most admire as well as with those of whom I am most crlbcal? Managing Workplace Diversity I Chapter One: Valuing Diversity What is my thinking towards individuals that do not belong to my cultural group? TRAP ESCAPE Do I define people by their group identities or associated stereotypes? Do I see feminine men and think they are "gayT" Do I see tall hooded black men and get scared? Do I see White men and assume they do not value others outside their cultural group? I see people as distinct Indwlduals completely free of any group identity determination. Instead of seeing a stereotype, I do not link the mdwtdual to any group but instead take the time to get to know the individual. Do I understand that people can belong to a cultural group without identifying with the stereotypes or dominant characteristics of that group and yet still be a member of that group? What are my "comfort zones" when confronted with differing viewpoints? TRAPS ESCAPES Am I more interested In being "raght" than in learnlng Am I open to, or even appreciative of, Do I present my point of view Jn a way that discourages negative feedback and questioning? Do I embrace dlsconflrming data and mulbple perspectives as an opportumty for learnlng the potential to change one's mind, to see things in a new way7 What is my thinking when X stand to lose "something"? TRAP ESCAPE Do I approach any attempt to improve conditions for some, from a defenswe stance of "as long as it doesn't affect Am I willing to redefine the terms of cost and benefit? Am I wllhng to consider that some aspects of myself may benefit from a choice that costs other aspects of myself? me . . ." ? Managing Workplace Diversity I Chapter One: Valuing Diversity How we think has the capacity to impact our actions. While valuing diversity may seem like a simple concept in theory, it can be at times more difficult to practice. In the workplace, where individuals may have negative thinking or perspectives (as we are all human) tt becomes necessary to understand that there are approaches to diversity that can assist us manage this complexity better. There are three established diversity approaches that can assist us in embracing diversity. Three Approaches to Diversity The rest of the text is broken down based on the three approaches to addressing workplace diversity. In order to embrace diversity and make equal opportunity a reality it is often necessary to understand and utilize all three approaches to diversity in the workplace. The following table explains (in very simple terms) the differences between the three approaches, using reformation from the following source: Beyond Race and Gender: Unleashing the Power of Your Total Work Force by Managing Diversity, author Thomas Roosevelt (1992).23 Table 2: Three Approaches to Diversity Valuing Affirmative Action Differences Emphasis here is on accepting, respecting and understanding differences. Emphasis is on achieving equahty of opportunity. Seeking to include those who were formerly excluded. Corrects recruitment, hlnng, training and promobon tactics that have caused systematized discrimination. Managing Diversity Emphass is on building specific skdls and creating pohcles that get the best from all employees. Necessary for any cultural change and can be ethnically Goals are outlined for achieving a multlcultural workplace. It can be legally driven if a company is in prior violation of driven. discrimination or seeks a government contract. It is often voluntary. Creation of policies that are effective for all employees often tied to rewards and Managing Workplace Diversity I Chapter One: Valuing Diversity In order to determine what approach to use for a given situation, it is necessary to review the factors that are taking place at your organlzabon. Some companies will need to use all three approaches in a comprehensive diversity plan, while other organizations may have addressed certain issues and may need to use only one of the above approaches.23 But no matter which approach is utilized, it is important for managers to understand what ks going on in their workplace and what changes will need to take place in order to address the issue(s) effectively. We begin this discussion of the three approaches with Valuing Differences (Affirmative Action and Managing Diversity will be discussed later in the text) because it is my belief that it ks hard to manage what we don't value. It is very easy to mistreat those things and people that we don't value. Some people mistreat animals simply because they don't value their existence--this person's thinking is negative toward animals and comes out through their actions toward them. This same mindset can extend to individuals. Anthony Carnevale and Susan Carol Stone, authors of The American Mosaic, have emphasized that valuing dwerslty revolves "recogmzmg that other people's standards and values are as vahd as one's own," and note that for most organizabons, valuing diversity requires nothing less than cultural transformation.24 This is an extraordinary task, for tt requires people--especially those of the dominant culture--to let go of their assumptions about the unwersal nghtness of their own values and customary ways of doing things and to become receptive to other cultures.25 Valuing diversity requires respecting, understanding and accepting differences. It does not mean however that you must agree with the difference. But, if you choose to dfsagree, you must still show respect, and seek to understand and accept difference. Respecting diversity starts by first expanding our cultural knowledge of "American history" to the point where It becomes inclusive of all groups that have contributed to our great society. Without this knowledge, it Js easy to beheve the negabve media portrayals and news accounts that plague certain groups of people. It is also easy to believe that Jf I did not learn about these groups' contributions to society dunng my early education then would it be safe to assume "they" provided very httle contribubon. But, history is written by the victor. They can tell the story from their perspective, with only their contributions and m the way that makes them look the best. When history is only presented by the wctor, they have the choice to put their own story on a pedestal and make others seem inferior or absent by simply just not Including their stories or contributions. Managing Workplace Diversity I Chapter One: Valuing Diversity Therefore, without cultural knowledge it becomes easy to believe that only the heroes you learned about contributed to this great country called the United States. Without cultural knowledge, it becomes easy to believe the stereotypes and myths that can often be passed down from one generation to the next--as you may have little to no positive facts to go against these negative viewpoints. Lack of cultural knowledge can also result in a lack of value where we don't treat those who are different with the respect they deserve. It can also lead to a false sense of self if you identify with the "victor" group who has presented their story in a misleading manner. This does not level the playing field and can keep the viewpoint that some are superior while others are inferior due to a lack of knowledge of these cultures. Ultimately, this lack of cultural knowledge can serve to justify inappropriate behavior toward difference which all too often can lead to discrimination In the workplace. Before, we delve into cultural knowl&dge let's get a better definition of what it is and how it and other components contribute to cultural competency. Cultural Knowledge Familiarization with selected cultural characteristics, history, values, belief systems, and behaviors of the members of another ethnic group (Adams, 1995).26 Cultural Awareness Means developing sensitivity and understanding of another ethnic group. This usually involves internal changes in terms of attitudes and values. Awareness and sensitivity also refer to the qualities of openness and flexibility that people develop in relation to others. Cultural awareness must be supplemented with cultural knowledge (Adams, 1995).27 Cultural Sensitivity Is knowing that cultural differences as well as similarities exist, without assigning values, i.e. better or worse, right or wrong, to those cultural differences (National Maternal and Child Health Center on Cultural Competency, 1997).28 I Cultural knowledqe + cultural awareness + cultural sensitivity = Cultural Competence I Cultural Competence Is the set of congruent behaviors, attitudes, and policies that come together in a system, agency or among professionals. It enables that system, agency, orthose professionals to work effectwely in cross-cultural situations (Cross, Bazron, Dennis, & Isaacs, 1989).29 Managing Workplace Diversity I Chapter One: Valuing Diversity Why is Cultural Competence Important? Because without it the following can occur: 1. Lack of knowledge - resulting in an inability to recognize differences. 2. Self-protection/denial - leading to an attitude that these differences are not significant, or that our common humanity transcends our differences. 3. Fear of the unknown or the new - because it is challenging and perhaps intimidating to get to understand something that is new, that does not fit into one's world view. 4. Feeling of pressure due to time constraints - which can lead to feeling rushed and unab4e to look in depth at an individual's needs. Self-awareness is argued to be one of the most important elements in developing effective collaboration with culturally different individuals and communities. It is this commonsense approach that begins the process of understanding how our own perspectives impact how we relate to others. These vital ingredients (cultural knowledge, cultural awareness and cultural sensitivity) are not only paramount to an organization's cultural competence but to our individual cultural competence as they expand our self-awareness. Cultural self-awareness becomes the bridge to learning about other cultures. It seems very difficult to be truly sensitive to another culture until one is sensitive to his/her own culture and the impact that cultural customs, beliefs, values, and behaviors have on our development. A professional's impression of another's functioning style may be influenced by his/her own, sometimes unexamined assumptions. Assumptions are those things we take for granted or accept as truth w;thout proof. Achieving cultural competence means that we may have to step outside our own framework. It may be difficult to see strength in Individual or collective behaviors that reflect different assumptions. At first, It may appear that another person's deficit may be a weakness, when tn fact it may be the strength in their culture. Concluding Thoughts In ths chapter we introduce the term diversity and how achieving workplace diversity has a lot to do with our ability to manage change, be open-minded and think positively about ourselves, circumstances and others. Workplace dtverslty is to be embraced not just regulated by the government through laws. Diversity is Managing Workplace Diversity I Chapter One: Valuing Diversity best managed by understanding the three approaches to diversity and incorporating those aspects needed in organizattons. It is the premise of this text that diversity must first be valued by individuals which comes through cultural knowledge and it is only then that the other two approaches of workplace diversity can best be utilized in organizations. Embracing diversity and all it entails starts with the individual. But, when it comes to dealing with diversity we cannot ignore discrimination and prejudices as... "Prejudice/s a burden that confuses the past, threatens the future and renders the present inaccessible"3 Dr. Maya Angelou Managing Workplace Diversity I Chapter One: Valuing Diversity Chapter Twelve: Managing Diversity Strategie u It's no measure ofhealth to be well adjusted to a profoundly sick society. Krishnamarti Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies Chapter Twelve MANAGING DIVERSITY STRATEGIES Chapter Objectives After reading this chapter, you should be able to' understand what managing diversity means to the workplace. o clarify managing diversity strategtes, describe mentoring programs. determine how to handle dtverstty training. understand cultural audits and dtversity counctls. learn appropriate workplace terminology. Managing Workplace Dwerslty I Chapter Twelve: Managing Dtverstty Strategtes Whde, Affirmative Action focuses on opening the doors to organizations that formerly had their doors closed (either purposely or otherwise) does this mean the job of handling dtversity is done7 Oftentimes no. It is not enough to just get people in the door. The work atmosphere needs to be inclusive and offer support and opportunities for advancement. To really realize equal opportunity, we have to have an environment that manages diversity. Managing Diversity promotes fair and just work practices and policies that create equal opportunity in the workplace.1 Managing Diversity involves making sure there is an equal chance to progress through the company based on the systems in place. R. Roosevelt Thomas, Jr. the author and educator who created the concept of "managing diversity" indicated m Beyond Race and Gender that companies need to go beyond simple recogmtlon of cultural diversity to active diversity management: "Managing diversity is a comprehensive managerial process for developing an environment that works for all employees.''2 Thomas mdtcated that diversity management must not be viewed as "an us/them kind of problem to be solved but as a resource to be managed.''3 Managing Diversity can involve changing the system of promotion and recognition to making sure the workplace culture is inclusive. Completing these types of objectives would require some if not all of the following actions: Leaders and managers who lead by example. Managers who show through attitude, policies and practice that they value diversity estabhshtng this basis for the rest of the organization. Destgmng a corporate environment that ts tnclusive. Old values based upon the good ole boy network may not take into account the diversity of the workforce where issues of access, work and family, and creatwity become essential components of the enwronment. Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies Creation of nondiscrimination, non-retaliation and anti-harassment policies that strictly forbid discrimination and harassment in all forms. These policies need to have specific instructions defining what is not tolerated and what occurs when the policy is violated in accordance with any union or company contracts.4 > Formation of company policies that are written and carefully explained to employees so that they understand the policy and ramifications revolved. This type of reformation can be included in employee manuals, mission statements, and other written communications,s > Requiring diversity training for the various levels in the organizations (management and employees alike). > Building company goals and strategic plans that are aligned with diversity mltlatwes and tied to rewards and promotion. > Providing systematic and careful evaluations where expectations were known by the employee in advance. Making sure that evaluations carry with them the opportunity to reward those who have met their goals, including any diversity initiatives. Those who have not been successful in meeting previously stated goals and obJectives would be provided any necessary training. > Making sure managers handle conflicts in a timely fashion by using the following model: One: Two: Listen with respect and openness. Look at the situation from the other person's perspective. Three: Let the other person hear an explanation of your perspective. Four: Recognize similarities and differences. Five: Acknowledge any cultural dtfferences. Six: Look for common ground. Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies Seven: Recommend action and be creative. Eight: Determine what adaptations each person in the conflict is willing to make to find a satisfactory alternative. Nine: Negotiate an agreement. Hanaging Diversity Strategies In order to manage diversity it becomes important that workplace programs not only address the above suggestions but also concentrate on specific retention efforts. Retention Suggestions & Tips 1. Change often won't occur from the bottom up. Therefore, to make sure diversity initiatives through recruiting, promoting, training and retaining employees from various backgrounds occur it s absolutely essential that senior management demonstrate a commitment to these objectives. Senior management should set strategic and long-term goals that promote diversity,s These goals should translate to company policies and mtatwes. 2. Create "formal" mentorlng programs.6 3. Make sure all employees have access to career development and training opportunities. Access what your management and "power" positions look like? Is there diversity? Don't overlook people of color and women when training and promotion opportunities are made available.6 When there are "known career paths" necessary to moving into upper management make sure there is a diverse group walking this path. 4. Evaluations must be objective not subjective. Document employees' Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies contributions, strengths and weaknesses with written standards. Utilize this information for evaluation, creating a formal process for performance and promotion decisions. Allow an evaluating group/team to make performance and promotion recommendations so bias errors are reduced.7 5. Conduct cultural audits and exit interviews so the organization Is constantly aware of the cultural climate of the organization. This will assist management with determining what they are doing right and wrong as it relates to diversity. Always provide cultural audit feedback and commumcate to employees/managers any changes that need to be made as a result of the various analysis of the organization.8 Provide a timeline for change. 6. Allow employees to make lateral moves.9 This provides management exposure to employees and employees get access to the various corporate decision-makers. This also assists with dismissing stereotypical positions.1 7. Create support groups and other sponsored employee networks that will ehminate the isolation that many non-majority employees feel by being part of a minority group.11 8. Create diversity councils that will continuously address assues of diversity and report to senior management.12 These types of groups made up of employees and managers with everyone holding equal status can get to the root of issues that may not make it through the communication channels. The council can also be utilized to find ways to highlight all the progress the organization is making in terms of diversity as this may get missed as well. Managin8 Workplace Diversity I Chapter Twelve: Managing Diversity Strategies TOOLS FOR MANAGING DIVERSITY The following section wtll address and explain some of the various tools that can be utthzed to "manage diversity", these include: o:o Mentoring ,: Diversity Training ,:* Cultural Audits o: Diversity Counctls :, Approprtate Workplace Terminology Mentoring: A Model that Works Formal Mentoring Mentortng ts typically a relationshtp between two individuals in which a wiser, more expertenced person teaches a less knowledgeable indtvidual. Formal mentoring is mentoring that has been initiated and supported by a third party; someone other than the mentor and protg or mentee, such as the organization for which the mentor and protg work.13Typically organizations that formalize mentoring do the following: set program goals select mentors and protgs/mentees extensively tratn mentors and protgs/mentees for program effecttveness. Why formal mentoring? A formal mentoring program can help ease turnover troubles by providing workers from varied backgrounds with information on the company's climate, unwritten values, norms, and career opportunities.14 Informal Mentoring Thts type of mentoring is the development of relationshtps between mdwiduals wtthout organizational structure and tnterventions. Informal mentoring is the natural coming together of a mentor or protg/mentee to meet each other's needs. This works easter when people have a common base--culture, behefs, hobbies etc. that makes it effortless to make that type of natural connectton.5 However, natural connecttons won't work for everyone in the organization. If you are part of the non-majority people may not take the ttme to get to know the person to determine if they have hobbtes, beliefs, etc. in common. Furthermore, tf they don't have these things tn common the ease at which an informal mentoring Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies relationship would have won't exist and therefore typically won't get established. Informal mentoring relationships that exist between people who have things in common tend to work against diversity. To tell someone who already does not see their culture at work or does not feel a part of the workplace environment to find a mentor is putting the responsibihty on the wrong person. Therefore, formal mentoring is recommended over informal mentoring. Coaching Often confused with mentorlng, coaching is a process that occurs when a person views and critiques another at work and offers ways to improve his or her practice. Although a mentor does some coaching, it Js just one role of the relationship, whereas, coaching can be done by peers or even by a manager of an employee. Of the three programs, the most effective has proven to be formal mentoring. While these programs can be designed for anyone, it is an important ingredient in the success of people of color, the disabled and women in the workplace.16 Entrance into a new job or position can bring about unique challenges in itself, but when you add being a "minority" tn a culturally different workplace you add a whole different set of issues. Having a structured mentorship program can address these issues and help the employee make the transition easier. Mentorlng can be a dynamic, reciprocal relationship in a work environment between an advanced career incumbent (mentor) and a beginner (protege) aimed at promoting the career development of both. For the prot6g, the object of mentormg Ls the achLevement of an idenbty transformation, a movement from the status of understudy to that of self-directing colleague. For the mentor, the relationship is a vehicle for being able to give back as well as enhance your relationship building skills. What are the stages to rnentoring? Phillips (1977) studied mentoring in the world of business surveying and interviewed women managers.16 Phillips' research described six phases of mentoring: invitation, sparkle, development, disillusionment, parting and transformation:17 Invitation stage occurs when the mentor invites the protg to participate in a mentoring relabonship. Sparkle stage, the mentor and protg try to please each other. Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies v Development stage, the mentor shares the most information with the protege. Drsilluslonment phase revolves the beginning of the end of the relationship--the protg begins to see mentonng as unnecessary. Parting stage is hterally the breakup of the relationship. Transformation, the final stage involves a redefinition of the relationship, where the protg is seen as an equal. How do you ensure a successful mentoring program? Train, Train and Train It is important that both mentors and prot6g6s train In order to understand the relationship dynamics, responsibilities and goals of the program.!8 Each person needs to make a solid commitment with clear expectations of each other. They must understand that any long lasting relationship is built upon trust and this should be the backbone of the relationship. This can all be conveyed at the training session so the relationship is able to get off to a good start. If there are going to be cultural or gender differences within any of the pairs this needs to be addressed in some type of "sensitivity" training. It is important to understand differences so that we can start where we are and build upon that, to get to some common goals. What can be learned from mentoring? Bova and Phillips (1984) conducted surveys and interviews to determine what kinds of things proteges learned from their mentors and how they learned them.19 These results illustrate why mentoring is critically important in developing individuals. The following is a summary of what the proteges learned2: , o risk-taking behaviors, communication skills, survival in the organization, skills In their profession, respect for people, ways to set high standards and not compromise them, how to be good listeners, how to get along with all kinds of people, leadership qualities and what it means to be a professional. In summary, formal mentorship programs result in several benefits for Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies both the mentor and protege, but more Importantly it greatly benefits the organtzatlon in making sure they get the best out of each employee. Through mentonng, proteges acqutre skills and knowledge that enable them to cope with various unwritten responsibilities in the organization that often revolve around the corporate culture. Mentors themselves, having learned the systems and culture, can be reJuvenated as they teach newcomers the tricks of the trade. Diversity Training Today, there is no question that diversity training can be of vital importance to the business strategy of corporations and organizations. Diversity training if conducted correctly can improve customer satisfaction, workplace productivity and reduce legal exposure. When an organization improves how they handle diversity it improves how employees relate to customers and each other, it also can help management understand the legal implications of the 1964 Civil Rights Acts. Organizat0ons that don't make diversity a focus can be out performed by diversity-focused organizations and experience higher levels of employee dissatisfaction, higher turnover rates and lower productivity. Organizations without wide-ranging diversity training and anti- discrimination and harassment pohcies are in a more risky state when faced with a harassment or discrimination lawsuit. Conductinq Diversity Training Although diversity training can provide some substantial benefits, anyone who has ever attempted to conduct dwerslty training in organizations of any size know they will encounter a "rewew." No matter how good the material, how engaging the exercises, how skilled the group process techn0ques, there is one obstacle even the most experienced and skilled facihtator cannot overcome.., the unexamined negatwe reactions to the message.21 All an organization requires to become jittery about dlvers0ty intervention is to see a few bad evaluations or rewews, or listen to a few apocryphal stones, and diversity training can become the nucleus of all things negabve with a half- hfe lasting sometimes several years. Often, the resolution is to avo0d confronting anything, which smacks of dwerslty, or at least to insure the next faclhtator does nothing to disturb the fragile dlsposttions of future trainees.22 Managing Workplace Diversity [ Chapter Twelve: Managing Diversity Strategies When it comes to tralmng, society issues and one's own experiences can work against attempts to teach value and respect for people's differences. The co-conspirators include23: o 2. 3. 4. Inherited Social Systems which unfairly advantage some, and limit others; Individuals who are reluctant to explore diversity issues; Organizations who are unclear about diversity goals, and Diversity professionals who have not prepared clients to engage in a process capable of achieving significant and abiding outcomes. Below, are a few thoughts about the above m hopes of expanding access to diversity issues: For one, there are many inequitable systems that have advantaged some and disadvantaged others. However, those In training whde not the perpetrators of these societal ills they must understand that this does not preclude them from being part of the solution to solve these ills. The challenge is to get people to choose responsibihty over guilt, to seek healing over shame, and to engage m a process capable of producing cooperation instead of conflict. When individuals are confronted with their own involvement in refusing to challenge blatant systemic inequities, some may feel that those who claim to be victims just need to get over it and get on with today. However, perpetuating the status quo won't bring about change and this must be stressed with diversity training participants. Secondly, when mdivfduals refuse to explore dwerslty goals they rarely realize that successful diversity initiatives affect the company's bottom-hne. Therefore when diversity training addresses the "business case" and the profitabdity of successfully managing a diverse workforce, it refutes the behef that diversity should just be ignored. Also, on an ethical level the question which should be asked is: What does it say about individuals who, when exposed to ideas which propose fairness ... inclusion ... and the creation of new systems to replace biased and unfair ones ... can only manage the response that "it was a waste of time?" Further, what does it say about the character of an orgamzation that would allow such responses to derad further explorabon of these critical issues) When top management makes it clear that they are committed to diversity by the creation of policies, programs and strategic goals it sends the message that Managing Workplace Diversity I Chapter Twelve: Managing Diversity Strategies diversity must not be ignored. Therefore, potential clients and diversity speciahsts must assess the strategies they will employ within the limitations of time, budget, and like considerations. One area that should never be compromised, however, is the integrity of either party to commit to the pursuit of clear diversity values and goals.24 Working from a common understanding ensures the best chance for success. Successful programs rooted in integrity, compassion, and confidences are more than possible, but they come about by design, not by accident. When designing dversty training, there are two commonly utilized diversity training techniques; they are role-playing and experiential learning. In these types of training, you can for example have participants take on the roles of someone different and provide them with a set of scenarios where they must respond and act as their new Identity. For example, you can have someone spend the day with an artificial disability. These types of training can provide invaluable insight that provides real-life situations, challenges and solutions while reviewing Human Resource policies, looking at career development issues, promotion procedures, leadership development opportunities, and other business practices. Managing Diversity strategies like diversity training zs a good step in the right direction when it comes to workplace difference.2s The following programs work to make sure individuals easily adapt to the organization and its system. These programs can be implemented either through very structured programming or informal structures. Cultural Audits How do you recognize if a human relations problem is present in your department or area? What are the perceived barriers to enhanced working relationships? What are people in your department/area proud of, and why? These questions are addressed by conducting an internal cultural audit, with information provided by surveys and individual and focus group interviews. A cultural audit is an assessment of the work climate of an orgamzation or department, providing a current "snapshot" of the area. The purpose of the audit is to describe the overall working environment, identify the unwritten "norms" and rules governing employee interactions and workplace practices, determine possible barriers to effective work practices and communication, and mak