wise ways consulting, inc. 2008 leveraging diversity for interaction and creativity melissa davies,...

Wise Ways Consulting, Inc. 2008

Leveraging Diversity for Interaction and Creativity

Melissa Davies, Pres.Wise Ways Consulting September 10th, 2008


From Tolerance…..

Embracing diversity entails more than tolerance.

The term ‘tolerance’ implies judgment or that something must be endured, or ‘put up with’ – like the unpleasant side effects of a medication.


…To Embracing

When genuine acknowledgement, appreciation of, and interest in diversity is experienced, respectful relationships develop.

Apart from avoiding the occurrence of disrespectful behaviors, engaging in respectful relationships means demonstrating a positive appreciation of people and their cultural values.


“An inclusive culture is one in which people with fundamental differences in values, preferred work styles, goal priorities and behavioral norms can work together with maximum effectiveness.”

Burton, 1997


Workforce Trends Affecting Organizational Change (Over the

next 5 to 10 years)

Changes in organizations due to mergers and acquisitions. Changes in local workforce demographics by nationality, religion,

age, ethnicity, and gender. Changes in the workforce educational level in gender and

ethnicity. Changes in workers’ needs. Changes in the number of new workers in the organization by

skill level such as unskilled, semi-skilled, managerial professional, and/or by type of work.

The increase or decrease of employees in your organization by department or function.

Changes in the skill requirements of employees. Changes in the tools needed to assess individual skill levels and

job requirements. Changes in the basic and job-specific skills employees needed to

be taught. Changes in the managerial structure, make up and competencies.


Culturally Competent Professionals have an ability to:

empathetically consider the unique perspective of identify groups in the organization.

listen deeply to others, especially when cultural differences pose challenges.

notice subtle, but important, nonverbal cues. lead people in ways that members of different

groups feel supported and able to bring their whole selves to the organization.

tolerate ambiguity that results from not knowing what the rules are or what is expected of you in unfamiliar situations.


Culturally Competent Professionals have an ability to:

know when someone’s personal limitations interfere with his/her ability to interact with someone who is different.

lean into the discomfort of feeling misunderstood or rejected as they practice new cultural competence behaviors.

take risks in order to be empowered when practicing new intercultural skills.

see value in each culture to the point that learning about cultural differences becomes a way of life.

focus on problems, rather than personalities, in addressing inclusion gaps.


Think about…..

Do you know someone at your workplace who fits those criteria?

How are they viewed by others?


“We perceive the world through cultural filters and it is important to realize that the fact people from other communities and cultures may have different perspectives from our own on certain issues does not necessarily mean they are wrong.”

Kandola et al, 1994


Diversity can be Defined as:

Individuals’ social identities including age, gender, sexual orientation, physical disability, socioeconomic status, race/ethnicity, workplace role/position, religious and spiritual orientation, and work/family concerns.


Inclusion can be defined as:

a sense of belonging: feeling respected, valued for who you are; feeling a level of supportive energy and commitment from others so that you can do your best work.

“Diversity describes the spectrum of human similarities and differences. It refers to the composition of people associated with the organization. Inclusion, on the other hand, describes the way an organization configures opportunity, interaction, communication, information and decision-making to utilize the potential of diversity. It refers to the organizational environment.” Workplace Diversity Network, 2000


Characteristics of Inclusive Organizational Cultures

A demonstrated commitment to diversity. A holistic view of employees. Access to opportunity. 360 degree communication and information

sharing. Staff members eat lunch and spend breaks

together in mixed groups. There are few if any, cultural or racial cliques

among staff. Employees do not blame each other for problems. There is low absenteeism.


Characteristics of Inclusive Organizational Cultures

There is low turnover. The organization is high functioning.

There is laughter and good-natured humor in the workplace.

Employees go out of their way to understand colleagues whose English is limited or accented. They understand that differences are an asset, rather than a barrier.

Employees continuously learn how to identify cultural barriers and how to overcome them in order to work out their differences for work-related purposes.

Employees celebrate accomplishments together. Employees of different groups help one another without

being asked.


Think about…..

Consider your own workplace – how inclusive is it?

How is it viewed by those who work there?


What are the Benefits of a Culturally Inclusive Workplace?

Diversity enhances the brain power and creative output of the organization.

Diverse organizations attract the best talent. Diverse organizations foster closer ties and

better relationships with their clients Diversity enhances an organization’s

reputation.


“Managing a diverse workforce can often be a difficult task not necessarily because of the real differences that exist between people but because of those that we believe exist.”

Kandola et al, 1994


Think about…..

….what makes someone successful in your network or organization?

Are all the things that you listed related to merit, skill or performance?


What Can Those in Leadership Roles do?

Publicly acknowledge success.

Familiarize yourself with equity group issues so you can encourage and support equity group staff.

Recognize that some people may be reticent about putting themselves forward to staff development opportunities.

“Managers set the tone by their personal behavior and communication style. The way staff are managed affects whether diversity is valued.”

Kandola et al, 1994


Further….

Model culturally sensitive behavior.

Use workforce diversity as a valued resource.

Ensure staff attend ongoing cross-cultural communication training.

Learn more about people from cultural backgrounds different to your own.

Pronounce and spell everyone’s names correctly.

“Managers skilled at making people feel valued will know how to harness potential whether they are dealing with a team of white males or one that is more mixed in terms of gender, ethnicity, etc.”

Kandola, et al, 1994


Something to Consider…

“Treating employees and clients as they want to be treated is very different than the ‘Golden Rule’ of treating them as you want to be treated. You may insult or demean or not exceed their expectations. In order to treat them as they want to be treated, you must be willing to get to know their differences.”

Cecilia Chavez-Protas


Effective Cross-Cultural Communication is Underpinned

by:

Accepting the relativity of your own knowledge and perceptions.

Recognizing your prejudices and questioning them before you act.

Examining your style, beliefs and attitudes, especially your reactions to people you find irritating or annoying.

Being non-judgmental. Tolerating ambiguity.


Effective Cross-Cultural Communication is Underpinned

by:

Appreciating and communicating respect for other people’s ways, values, and beliefs.

Demonstrating empathy. Being flexible. Being willing to acquire new patterns of

behavior and beliefs. Having the humility to acknowledge what you

do not know.


Hofstede’s Framework

Geert Hofsteede (1980) collected and analyzed data from over 100,000 individuals from 40 different countries for his study on work-related values.

He identified five dimensions about culture: Individualism vs Collectivism Power Distance Masculinity/Femininity Uncertainty Avoidance Long-Term Orientation


Individualism vs. Collectivism

Is defined by: A loosely knit social

framework in which people are supposed to look after their own interests and those of their immediate family.

Is characterized by: A tight social framework

in which people expect others in the groups to which they belong to look after them.

In exchange for this: Loyalty in a collectivist

culture is paramount. Private interests are

vested in the group. The individual exists in

and through society.


Individualism vs. Collectivism

Individualistic societies tend to have a rights-based social system.

Notions of confidentiality, consumer rights and privacy are considered highly important.

People tend to form many loose and shifting alliances during their lifetimes.

Collectivist societies tend to have a duties-based system.

Social harmony, the well being of the group, takes precedence over the exercise of individual rights.

The primary adult relationship is as a parent not as husband or wife. ‘Dependence’ on parents is ‘normal’ and the expectation and nurturing of a growing independence through late adolescence is seen as an abdication of parental responsibilities


Obstacles and Opportunities

Walmart significantly underestimated the cultural differences between its U.S. and German customers, complicating the launch of the Walmart brand in Germany.

Outsourcing IT and Customer Service functions to India has proven to be good examples of both obstacles and opportunities. Reducing cost is only a meaningful investment if the culturally different notions of customer service and customer client expectations, as well as language and culture barriers, are carefully and successfully understood and managed.


Consider…..

An Italian member of a cross-functional, pan-European team complains about the quality and effectiveness of weekly teleconferences. He finds that they are dominated by Anglophones; i.e. those whose native language is English or who speak English with near native fluency. Uncomfortable with English, he feels that his viewpoints, opinions and perspectives are not appropriately considered. As a result, he and others felt disconnected and unmotivated.


Consider…..

A Danish leader of a global team in a Danish pharmaceutical company schedules the first annual team meeting. On the agenda is a teambuilding activity that includes a pig roast. No provisions are made for the vegetarian team members from India, the Muslim team members from Pakistan, or the Jewish team members from Israel and the US. Not only does this oversight create embarrassment, but it undermines the intent of the teambuilding – to foster trust and cohesion among its geographically dispersed members.


Making it Personal….

Can you think of examples in either your career or travel experiences, where perhaps you could have done something differently when working with people from a different culture?

wise ways consulting, inc. 2008 leveraging diversity for interaction and creativity melissa davies,...

Documents

wise ways consulting

years changes

cultural differences

cultural values

workforce educational

workforce trends

leveraging diversity

fundamental differences