Center for Public Health Practice UC Berkeley School of Public Health DIVERSITY TRAIN-THE-TRAINER AND STRATEGY SESSIION: MANAGING THE DYNAMICS OF DIFFERENCE Lee Gardenswartz, Ph.D. Anita Rowe, Ph.D.

INTRODUCTIONS Name Organization A word that describes… you personally you professionally your connection to diversity

TRAIN-THE-TRAINER OBJECTIVES Increase Awareness and Knowledge about Diversity Learn to use Training Activities and Tools Gain skills in Structuring and Facilitating Impactful Sessions

Expectations Questions/Concerns

DIVERSITY TRAINER COMPETENCIES Trainer as Tool Belief in Core Diversity Values Content Knowledge Platform Skills Facilitation Skills

FOUR LAYERS OF DIVERSITY Organizational Dimensions Functional Level/ Classification Management Status External Dimensions Geographic Location Appearance Recreational Habits Work Content/ Field Internal Dimensions Age Parental Status Race Gender Personal Habits PERSONALITY Seniority Union Affiliation Marital Status Income Ethnicity Sexual Orientation Physical Ability Work Experience Religion Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America! (Business One Irwin, 1991) From Diverse Teams at Work, Gardenswartz & Rowe (2nd Edition, SHRM, 2003) Educational Background Work Location Division/Department Unit/Group

WHAT PEOPLE NOTICE* Skin Color Gender Age Appearance Facial Expressions Eye Contact Movement Personal Space Touch * Elsea, Janet, The Four Minute Sell.

AWARENESS + KNOWLEDGE = CHOICES CULTURE = SOFTWARE AWARENESS + KNOWLEDGE = CHOICES All human beings are programmed by cultural “software” that determines our behavior and attitudes. Once we recognize what our programming teaches us, we have the capacity to control our choices

We all have the same basic needs for dignity, survival and social contact. What is different between groups is the way in which these needs are satisfied. – Sondra Thiederman, Ph.D.

Communication and Language Dress and Appearance Food and Eating Habits ASPECTS OF CULTURE* Sense of Self and Space Communication and Language Dress and Appearance Food and Eating Habits Time and Time Consciousness Relationships Values and Norms Beliefs and Attitudes Mental Processes/Learning Work Habits and Practices * Adapted from Managing Cultural Differences, Philip R. Harris and Robert T. Moran

CROSS CULTURAL TEAM BUILDING SCALE

DISCUSSION Similarities and Differences Helping and Hindering Potential “hot spots” Adaptations — you/team

“We need to focus on diversity “We need to focus on diversity. Your goal is to hire people who all look different but think just like me.”

DIVERSITY PROBLEM SOLVING STEP I: Identify the Problem from Each Person’s Perspective What are the underlying assumptions made by each? How does each see the situation? STEP II: Determine Common Ground Where do both sides overlap? What goals do they share? STEP III: Find a Mutually Satisfying Solution What adaptations is each person willing to make in order to find a satisfying alternative? What solutions would meet the needs of both?

“We are all captives of culture.” — Edward Hall, anthropologist

“We see what is behind our eyes.” — Chinese proverb

STEREOTYPE Comes from the process of making metal plates for printing, and means a set image. When we apply it to people, it means the same thing, an instant, or fixed picture of a person or group of people.

REALITIES ABOUT STEREOTYPES Resistant to change Generalization based on limited experience Non-rational Self-fulfilling prophecy Two-sided coin (perpetrators/targets)

STAGES OF PREJUDICE* Avoidance Discrimination Genocide Language, Violence, slurs, attack jokes * Adapted from Gordon Allport

MAKING THE STRATEGIC BUSINESS CASE FOR DIVERSITY P R T U N I Y L A B INTERNAL EXTERNAL Adapted from Amy Kahn and Steven Gomez, in Challenging Diversity: Taking the Next Step • Amy Kahn: www.culture-link com

CREATE A VISUAL DEPICTION MISSION POSSIBLE CREATE A VISUAL DEPICTION • VISION • MOTTO What is your role in creating an inclusive organization that makes the best use of diversity for both individuals and the organization?

STRUCTURING THE LEARNING ENVIRONMENT CLIMATE (Feelings?) PROCESS (How?) CONTENT (What?) RESULTS (So what?)

P — Personal I — Interpersonal T — Task

RESPONDING TO DIVERSITY-RELATED COMMENTS, CONCERNS AND EMOTIONS Inquire Show empathy Educate Express feelings State needs and expectations Avoid polarization Silence Avoid arguing and defending

MANAGING DIVERSITY Individual attitudes and beliefs Management skills and practices Change Organizational values and policies

I get my way more often now that I have more than one way.” — Art Amadon