34
Creating a Culturally Safe Workplace The Diversity Professionals Copyright © DiversiPro Inc.

Culturally safe workplace2

Embed Size (px)

Citation preview

Creating a Culturally

Safe Workplace

The Diversity Professionals

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

Getty Images

It’s Everyone’s Responsibility

Copyright © DiversiPro Inc.

“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.

R.E.S.P.E.C.TCopyright © 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."

Copyright © DiversiPro Inc.

Cultural Intersections

National

Personal Organizational

Copyright © DiversiPro Inc.

National Culture

Shared understanding based on the beliefs, values, attitudes, and behaviours that form the heritage of a nation state.

Copyright © DiversiPro Inc.

Organizational Culture

Shared institutional beliefs, values, and a guiding philosophy, which are usually expressed in vision, mission, and value statements.

Copyright © DiversiPro Inc.

Personal Culture

The integration of individual traits, skills, and personality formed within ethnic, racial, familial, and educational environments.

Copyright © DiversiPro Inc.

“Mindbugs”

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

(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.”

Copyright © DiversiPro Inc.

(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.”

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

Copyright © DiversiPro Inc.

The Biased Brain

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

Copyright © DiversiPro Inc.

“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

Copyright © DiversiPro Inc.

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

Copyright © DiversiPro Inc.

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

Copyright © DiversiPro Inc.

What Can Organizations Do?

• Internal Employee Affinity Group

• Peer Advisory Group

• Diversity and Inclusion Leadership Council

• Enhanced training

• Open discussion and conversation

Copyright © DiversiPro Inc.

• 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?

Copyright © DiversiPro Inc.

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

Copyright © DiversiPro Inc.

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

Copyright © DiversiPro Inc.

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?

Copyright © DiversiPro Inc.

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.

Copyright © DiversiPro Inc.

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.