tawara d. goode october 6, 2011 cultural and linguistic competence in centers for independent living...
TRANSCRIPT
Tawara D. Goode October 6, 2011
Cultural and Linguistic Competence in Centers for Independent Living - Part 2
Claiming the Challenge: Leadership for Organizational Change
National Center
for Cultural Competence 1
Tawara D. Goode October 6, 2011
Cultural and Linguistic Competence in Centers for Independent Living - Part 2
Claiming the Challenge: Leadership for Organizational Change
National Center
for Cultural Competence 2
A Quick Review of Key Concepts
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Culture is the learned and shared knowledge that specific
groups use to generate their behavior and interpret their
experience of the world. It includes but is not limited to:
thought
languages
values
beliefs
customs
practices
courtesies
ritualscommunication
roles
relationships
expectedbehaviors
Culture applies to racial, ethnic, religious, political, professional, and other social groups. It is transmitted through social and institutional traditions and norms to succeeding generations. Culture is a paradox, while many aspects remain the same, it is also dynamic, constantly changing.
manners ofinteracting
Slide Source:© 2011 - National Center for Cultural CompetenceData Source: Gilbert, J. Goode, T., & Dunne, C., 2007. 4
Cultural Diversity
Goode & Jackson, 2009
The term cultural diversity is used to describe differences in ethnic or racial classification & self-identification, tribal or clan affiliation, nationality, language, age, gender, sexual orientation, gender identity or expression, socioeconomic status, education, religion, spirituality, physical and intellectual abilities, personal appearance, and other factors that distinguish one group or individual from another.
Slide Source: © 2011 - National Center for Cultural Competence
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Cultural Competence
behaviors
attitudes
policies
structures
practices
requires that organizations have a clearly defined, congruent set of values and principles, and demonstrate behaviors, attitudes, policies, structures, and practices that enable them to work effectively cross-culturally
(adapted from from Cross, Bazron, Dennis and Isaacs, 1989)
Slide Source:© 2011 - National Center for Cultural Competence6
Five Elements of Cultural Competence
Organizational Level
value diversityconduct cultural self-assessmentmanage the dynamics of differenceinstitutionalize cultural knowledgeadapt to diversity
- policies - structures- values - services
(Cross, Bazron, Dennis and Isaacs, 1989)
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Five Elements of Cultural Competence
Individual Level
(Cross, Bazron, Dennis and Isaacs, 1989)
acknowledge cultural differences
understand your own culture
engage in self-assessment
acquire cultural knowledge & skills
view behavior within a cultural context
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ESSENTIAL ELEMENTS IN ACULTURALLY COMPETENT SYSTEM
These five elements must be manifested at every level of an organization including:
policy makers administration practice & service delivery consumer/patient/family community
and reflected in its attitudes, structures, policies, practices, and services.
Adapted from Cross, Bazron, Dennis, & Isaacs, 1989
Slide Source:© 2011 - National Center for Cultural Competence9
DEDICATED FISCAL
RESOURCES
DEDICATED FISCAL
RESOURCES
DEDICATED PERSONNELRESOURCES
DEDICATED PERSONNELRESOURCES
PROCEDURESPROCEDURES
STRUCTURESSTRUCTURES
PRACTICESPRACTICES
POLICYPOLICY
LINGUISTICCOMPETENCE
LINGUISTICCOMPETENCE
LINGUISTIC COMPETENCE FRAMEWORK
Goode & Jones, Revised 2009, National Center for Cultural Competence
Slide Source:© 2011 - National Center for Cultural Competence10
Slide Source:© 2011 - National Center for Cultural Competence
Defining Leadership
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Leaders lead people
Leaders are needed in times of change
Managers manage things
Managers are needed to improve and keep the status quo
Understanding the difference is the first step to understanding one’s role as a leader.
Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
Leadership vs. Management
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Advocacy is the act of pleading or arguing in favor of something such as a cause.
It is the pursuit of influencing outcomes by putting hard issues on the table.
Leadership is the mobilization of resources to bring about the change.
Both leadership and advocacy keep people focused on the issue.
Leadership galvanizes the people to change their ways.
Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
Leadership vs. Advocacy
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Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
Leadership is a combination of
values, skills, and behaviors that
mobilize people to action and shifts from
the status quo to a more promising and
hopeful future.
Authority is the power invested in a role by a formally established
procedure, such as an election, governance
structure, certification, organizational
hierarchy
Leadership vs. Authority
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Slide Source: National Center for Cultural Competence, 2011
Leadership is a set of personal attributes,
qualities, and skills either intuitive and/or acquired
that rouses and motivates others.
WHAT IS LEADERSHIP?
Source: Peter G. Northouse, 2001
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Slide Source:© 2011 - National Center for Cultural Competence
What is getting in your way?
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Cultural and Linguistic Competence within the Context of Organizational
and Personal Change
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Considering Cultural & Linguistic Competency within the Context of Organizational & Personal Change
Does making progress require
changes in people’s values, attitudes
and or habits of behavior?
Adaptive Challenge vs.
Technical Challenge
Reference: Heifetz, R.A. (1994). Leadership Without Easy Answers. Cambridge, MA: The Belknap Press of Harvard University Press
Slide Source: National Center for Cultural Competence, 201118
Prochaska’s Stages of Change
Data Source: Prochaska, J.O., Redding, C.A. & Evers, K.E. (1997). A Transtheoretical Model and Stages of Change. In K. Glanz, F.M. Lewis, B.K. Rimer (Eds.) Health Behavior and Health Education: Theory Research and Practice a (2nd edition) (pp. 60-84). San Francisco,: Jossey-Bass Publishers.
Pre-contemplation
Contemplation
Preparation
Action
Maintenance
no intention to take action in the foreseeable future; unaware or under-aware of the need for change
aware that the problem exists and seriously thinking about overcoming it; but has not yet made a commitment
combines intention and behavioral criteria; initiation of ‘baby steps’
modification of behavior, experiences, and environment; short-term changes in place and planning or long-term change
consolidates the gains attained during the action phase and works work to prevent relapse
Slide Source: National Center for Cultural Competence, 201119
Organizational Change Theories Applied to Cultural & Linguistic Competence
Resistance is a characteristic of any major organizational change effort and a major reason why organizational change efforts fail. (Prochaska, Prochaska and Levesque, 2001).
Resistance should be expected in different stages of multicultural organizational change because the topics of prejudice, discrimination and oppression are controversial and emotionally charged. (Brantley, Frost and Razak, 1996).
The Transtheoretical Model of Change suggests that it is counterproductive to forge ahead with action without addressing issues such as resistance, that stand in the way of individual and organizational readiness for change.
Data Source:Mayeno, L. Multicultural Organizational Development: A Resource for Health Equity, in Cultural Competence in Health Care Series, The California Endowment and Compasspoint Nonprofit Services, April 2007.
Slide Source: National Center for Cultural Competence, 201120
Bias Discrimination
Marginalization “ISMs”
DisproportionalityInequities
Power Differentials
Slide Source: © 2011 - National Center for Cultural Competence
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“People with disabilities are a ‘minority group.’ Why do we need to address differences in race, ethnicity, and language?
“Board members say they want to address cultural and linguistic competence, but the money simply is not there.”
“Some staff and self-advocates make negative statements about immigrant groups and people of color. I never know what to say in these situations.”
LEADING CULTURAL AND LINGUISTIC COMPETENCE: Common Attitudinal and Structural Barriers
“If I am asked to learn about cultural competence, then they must be implying that I am incompetent!”
“Why should people with disabilities from other racial and ethnic groups get special treatment?”
“I have already taken two workshops on cultural competence.”
Slide Source: National Center for Cultural Competence, 201122
The Work of Leadership
Get on the Balcony Identify the Adaptive Challenge Regulate Distress Maintain Disciplined Attention Give the Work Back to the People Protect All Voices
Heifetz, Ron, Leadership without Easy Answers, 1996
Slide Source: National Center for Cultural Competence, 201123
Leadership is a set of
personal attributes,
qualities, and skills either
intuitive and/or acquired that rouses and motivates
others. (Northouse, 2001).
Slide Source: National Center for Cultural Competence, 2011
Leadershipby
Position
Leadershipby
Influence
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Slide Source:© 2011 - National Center for Cultural Competence
What is your sphere of Influence?With whom?
In what context?
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Members of the CIL search committee revised a position description to include knowledge and skills sets of cultural and linguistic competence. In their report to the Board, committee stated that the CIL is lagging far behind in meeting the needs of culturally and linguistically diverse populations in the service area. An influential member of the CIL’s board objects and strongly insists that the position is about disability.
In your role as a leader without formal authority, how would you approach this situation?As the executive director of this CIL, what would you do in these circumstances?
VIGNETTE
Slide Source:© 2011 - National Center for Cultural Competence26
Slide Source:© 2011 - National Center for Cultural Competence
1. View the world through a cultural lens. Acknowledge and understand the role of culture in your CIL position or affiliation and in day-to-day life experiences.
2. Create a shared vision. Staff, consumers, families, community partners, and key stakeholders need to be on the same page with a shared understanding of the conceptual frameworks and benefits of cultural and linguistic competency.
3. Step into the void. Addressing racial, ethnic, linguistic, and geographic disparities in services and supports demand an intentional focus on conscious or unconscious bias, prejudice, stereotyping, and discrimination. Leaders must have the will to confront the “ISMs’ with integrity, in a humane and effective manner.
Leadership Cultural and Linguistic Competence Things You Can Do!!
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence Things You Can Do!!
4. Adapt leadership styles to the circumstances and cultural contexts. Attend to the technical and adaptive challenges in doing this work. Different leadership styles will be needed to address the dynamics and complex array of issues when leading cultural and linguistic competence (e.g. educational, motivational, directive, participatory, creative).
5. Don’t go it alone!Form strategic alliances. Collaborate with others to plan and implement “buy in” strategies as well as other efforts to advance and sustain cultural and linguistic competence that appeal to diverse groups (e.g. consumers, CIL staff & volunteers, partners). Enlist the support of allies and champions. Be inclusive and transparent in all efforts/activities. Do not be afraid to include “naysayers.”
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence Things You Can Do!!
6. Use your power and influence intentionally and wisely. Leadership by position/formal authority and by influence are equally important in advancing and sustaining cultural and linguistic competence. The ethical, principled use of “formal” power can stimulate the process of change. The wise and intentional use of this power enables leaders to incorporate cultural and linguistic competence into all aspects of organizational life. Those who lead through influence can use their cache to sway opinions, encourage others to test out new behaviors, introduce alternative perspectives, mobilize others to action, and challenge inappropriate policies and procedures.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence Things You Can Do!!
7. Conflict and establishing and maintaining trust: No way around it! Conflict is inherent in human interactions. Learn and use conflict resolution strategies as a key approach to address cultural diversity. Trust can be an elusive relationship to establish and maintain, particularly in cross-cultural situations. The capacity to address trust for many cultural groups will involve intentionality, consistency, and transparency over time. Trust also acknowledges the role of historical trauma, discrimination, and marginalization among and between diverse racial, ethnic, and cultural groups. Leadership for cultural and linguistic competence requires the capacity to address both conflict and establish and maintain trust.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence Things You Can Do!!
9. Inspire, acknowledge, and celebrate the accomplishments of others. Inspire others to assume the mantle of leadership. Acknowledge and celebrate staff efforts and achievements in advancing and sustaining cultural and linguistic competence.
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8. Create a safe environment to explore difficult issues. People are often reluctant to discuss issues of stereotyping, bias, prejudice, and other “ISMs.” Moreover, there are few opportunities and forums to share perspectives in a safe and authentic manner. Identifying approaches to confront attitudinal barriers in open, honest, and supportive ways, and charting a course for change remain among the most difficult, yet necessary paths on the journey to advance and sustain cultural and linguistic competence.
Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence Things You Can Do!!
10. Take care of self.Leading organizational change processes to achieve cultural and linguistic competence is described by many as demanding and fraught with obstacles. When engaged in this work, it is very important to “take care of self.” Discover and/or consistently engage in ways to reflect, rejuvenate, and rest.
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Slide Source:© 2011 - National Center for Cultural Competence
What is getting in your way?
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Source: Multnomah County Department of Health.
look like,talk like,
think like,believe like,
act like,live like...
ME!!!
move like,
Modification from Mike Magy, Massachusetts Department of Mental Health, November 2005 . Slide Source: National Center for Cultural Competence, 2011
As a culturally competent “leader”I am capable of interacting positively
with people who do NOT
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Slide Source:© 2011 - National Center for Cultural Competence
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Wrap Up and Evaluation
Please complete the evaluation of this program by clicking here:
https://vovici.com/wsb.dll/s/12291g4be7c
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New Community Opportunities Attribution
This webinar is presented by the New Community Opportunities Center, a national training and technical assistance project of ILRU, Independent Living Research Utilization. Support for development of this presentation was provided by the U.S. Department of Education, Rehabilitation Services Administration under grant number H400B100003. No official endorsement of the Department of Education should be inferred. Permission is granted for duplication of any portion of this slide presentation, providing that the following credit is given to the project: Developed as part of the New Community Opportunities Center at ILRU.
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