Culturally safe workplace2
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Transcript of Culturally safe workplace2
“Inclusive organizational cultures leverage diversity by creating an environment with a broader bandwidth of acceptable styles of behaviour and appearance, thereby encouraging a greater range of available paths to success.”
Eddie Pate, VP diversity and inclusion, Avanade Inc.
Copyright © DiversiPro Inc.
Culture
Values, beliefs, attitudes, traditions, and standards of behaviour that govern the organization of people into social groups and regulate both individual and group behaviour.
Copyright © DiversiPro Inc.
Copyright © DiversiPro Inc.
Notion of modesty
WorldviewsApproach to family
Concept of personal space
Religious beliefs
Concept of self
Rules of Kinships/relationships
Concept & importance of time
Music Arts Celebrations Traditions
Customs Language Symbols
Gender roles
Tempo of work
Learning styles
Geert Hofstede
" Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."
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National Culture
Shared understanding based on the beliefs, values, attitudes, and behaviours that form the heritage of a nation state.
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Organizational Culture
Shared institutional beliefs, values, and a guiding philosophy, which are usually expressed in vision, mission, and value statements.
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Personal Culture
The integration of individual traits, skills, and personality formed within ethnic, racial, familial, and educational environments.
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(AP Photo/Dave Martin)
“A young man walks through chest deep flood water afterlooting a grocery store in New Orleans on Tuesday, Aug. 30, 2005. Flood waters continue to rise in New Orleans after Hurricane Katrina did extensive damage when it made landfall on Monday.”
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(AFP/Getty Images/Chris Graythen)
“Two residents wade through chest-deep water after finding bread and soda from a local grocery store after Hurricane Katrina came through the area in New Orleans, Louisiana.”
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Impact
• Recruitment, hiring and promotion
• Performance evaluations and compensation
• Team and project assignments, including opportunities to build relationships across the organization and/or with key stakeholders
• Client or customer service
• Law enforcement
• Openness to new sources of ideas and innovative solutions
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“Beliefs” inform “Behaviours”
We make judgments
&draw
conclusions
We adoptbeliefs (stories)
about people and theworld
We take actionsbased on our
beliefs
Through ourperceptive filters
we makeobservations We interpret
theseobservations &
makeassumptions
We add our subjectivemeanings
Overriding Unconscious Bias
• Be motivated to control bias
• Be aware of the potential for bias
• Take the time to consider individual characteristics and avoid stereotyped evaluations
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Leader Responsibility
• Be a good role model
• Be pro-active
• Promote positive and respectful relationships among employees
• Promote a safe workplace
• Assist with complaints when asked
• Intervene when issues arise
• Take issues seriously
• Advise human resources promptly when issues arise
• Respect the privacy of individuals
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Employee Responsibility
• Treat everyone with respect
• Maintain a safe and respectful workplace
• Promptly report issues, that they witness, through the appropriate channels to ensure that those experience violence, discrimination, or harassment receive the support they need
• Cooperate fully with investigations or resolutions
• Maintain confidentiality
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What Can Organizations Do?
• Internal Employee Affinity Group
• Peer Advisory Group
• Diversity and Inclusion Leadership Council
• Enhanced training
• Open discussion and conversation
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• Try to understand the other person's point of view
• Accept values and opinions that are different from your own
• Identify your own feelings before you share your concerns with another person
• Report abuse, discrimination or harassment
• Develop intercultural competence
What can you do?
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Intercultural Competence
• Enhance self-awareness and refection
• Deepen understanding of the experiences of people from different cultural communities—in perceptions, values, beliefs, behaviour and practices
• Better able to navigate cultural differences
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Intercultural Development Continuum
Denial
Polarization
Minimization
Acceptance
Adaptation
Modified from the Developmental Model of Intercultural Sensitivity (DMIS), M. Bennett, 1986
Monocultural Mindset
Intercultural Mindset
Misses Difference
Judges Difference
De-emphasizes Difference
Deeply Comprehends Difference
Bridges across Difference
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Ask Yourself….
1. Have I personally experienced this before? If not, am I discrediting your experience because it does not match mine?
2. Am I open to hear about this experience from you?3. Am I interested in hearing what you have to say?4. What is it about listening to your experience/point of view
makes me feel uncomfortable? Why?5. Do I value your opinion as more or less worthy than mine?
On what basis?6. Can I name at least three qualities you have that I
appreciate or admire?7. What can I learn from you?
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Things to Remember
• Individual liability Managers cannot automatically assume their employer will take care of them.
• Power imbalance Managers and supervisors are presumed to have authority over staff. Just because someone doesn’t object or even laugh at a manager’s comments or behaviours does not mean they find it welcome.
• Location and timing is irrelevant Harassment does not have to occur during the workday or inside the workplace .
• Educate staff Invest in training and raising employee awareness about boundaries of acceptable conduct.
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A Checklist: “Yes” or “No”• Cultural diversity is part of
the organization's vision and culture.
• Policies and procedures in place to support cultural diversity and to prevent racism and sexism
• Tensions and conflicts are resolved in ways that respect people's different ways of dealing with conflict.
• People are acknowledged and valued for their contributions.
• Information about different cultural groups is readily available in the workplace.
• Staff receive intercultural competency training and feel confident working with people from diverse cultural backgrounds.
Copyright © DiversiPro Inc.
Copyright © DiversiPro Inc.
“Never take a person’s dignity: it is worth everything to them, and nothing to you."
Frank Barron
1922-2002
Connect with Hamlin Grange
Email: [email protected]: 416-932-8284 Website: www.diversipro.com
On Twitter: @HamlinGrange@DiversiPro
http://facebook.com/diversipro
Copyright © DiversiPro Inc.