1. 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.

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

3. 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

4. Expectations
Questions/Concerns

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

6. 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

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

8. 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

9. 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.

10. 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

11. CROSS CULTURAL TEAM BUILDING SCALE

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

13. “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.”

15. 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?

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

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

18. 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.

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

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

21. MAKING THE STRATEGIC BUSINESS CASE FOR DIVERSITYP 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: com

22. 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?

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

24. P — Personal
I — Interpersonal
T — Task

25. 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

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

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