Tools for Success Tools for Success Post September 11 Post September 11

Diversity Best Practices Workshop Diversity Best Practices Workshop August 27th, 2002 August 27th, 2002

End Report End Report

Corporate Advisory Committee Members

The Boeing Company

Yvonne Vargas Business Life Magazine

John Krikorian Dynamics of Business

Denise M. Wolfe Eskridge & Associates

Gayle L. Eskridge Fox Entertainment Group

Gerald Alcantar Hilton Hotels Corporation

William A. Holland The HLC Group, Inc.

Hank Clemons IKEA

Yumiko Carr KTLA 5

Ray Gonzales KTTV FOX 11. KCOP UPN 13

AnaMaria Buranasakorn Lockheed Martin

Shirley Harbeson Macy’s West Carol Jackson Nestlé USA

Rochelle L. Brown Nordstrom

Rodney Friend Northrop-Grumman

Ronald Hasson Sempra Energy/The Gas Co.

Alma Mena Williamson Southern California Edison Co.

Edward Robinson Transamerica

Lucia Owens Union Bank of California

Randy Lowe Wells Fargo Miriam Duarte

Sponsored by Sponsored by the Corporate Advisory Committee the Corporate Advisory Committee of the Los Angeles County of the Los Angeles County

Human Relations Commission Human Relations Commission

printed by

Sempra Energy/The Gas Co.

TOOLS FOR SUCCESS POST SEPTEMBER 11

DIVERSITY BEST PRACTICES WORKSHOP

AGENDA

7:30-8:00 a.m. Registration and Continental Breakfast 8:00-8:10 a.m. Opening Remarks

David Barclay, Chair, Corporate Advisory Committee Rev. Zedar Broadous, President, Los Angeles County Human Relations Commission Robin Toma, Executive Director, Los Angeles County Human Relations Commission

8:10-8:40 a.m. 1st Keynote Address John Kirksey, Vice President of Diversity, Marsh and McLennon Co. Building Unity Post September 11: Back to the Basics 8:40-9:25 a.m. Panel Discussion

Moderator: David Barclay Panelist: Jane Robertson, Senior Director of Diversity and

Compliance, Oracle Corporation How Oracle Partnered with their Employee Affinity Groups in Response to September 11

Panelist: Nadim Karim, Criminal Psychologist, Los Angeles County Sheriff’s Department Coping with Trauma and Stress in the Workplace post 9/11

Panelist: Anna Park, Regional Attorney, U. S. Equal Employment Opportunity Commission

Post 9/11 Update from the EEOC

9:25-9:40 a.m. Break

9:40-10:25 a.m. 1st Roundtable Discussions (please go to the table that covers the topic of your choice, shown below)

Communicating the diversity message Miriam Galicia Duarte/Betty Tucker Customer service for diverse population Gerda Govine Developing the business case for diversity: How September 11 impacts the bottom line Randy Lowe/Denise Wolfe How to address hate crimes, incidents, and discrimination in the workplace Gayle Eskridge/Dana Giovine Managing conflict and communication among different cultures Robin Toma Managing differences post September 11 Judy Kelly/Ron Orme/Alma Williamson Multicultural marketing Yumiko Carr/Ava Gutierrez Muslim practices and their relation to the work environment Ra’id Faraj Organizing affinity groups: Lessons learned Shirley Harbeson/Ed Robinson 10:25-10:40 a.m. Break 10:40-11:25 a.m. 2nd Roundtable Discussions (please go to the table that covers

the topic of your choice shown above)

11:25-11:55 a.m. 2nd Keynote Address: Salam Al-Marayati, Muslim Public Affairs Council The Arab and Muslim American Workplace Perspective

Post 9/11

11:55-12:00 p.m. Closing Remarks David Barclay Robin Toma

How Oracle Partnered with their Employee Affinity Groups in Response to September 11

Jane Robertson, Senior Director of Diversity and Compliance

Oracle Corporation

Oracle was lost 8 employees on 9/11. We had employees at the WorldTradeCenter, the Pentagon and an employee on flight 93. Oracle was quick torespond to the families, their needs, and acted very respectfully totheprivacy of the families involved. We did not respond to pressinquiries andin some cases were the first contact affected families had. In suchextraordinary times a company should align its behavior to its valuesandleverage the programs you have in place.

Partnerships make a difference

In our efforts to cultivate a more inclusive environment, OracleDiversityforms partnerships with many internal and external organizations tocreateinroads to Oracle. We also work with government agencies to ensureregulatory compliance and provide outreach to the community. Ourexternalpartners Community Based Organizations, Industry Partners sharing bestpractices, and government agencies. Government agencies play a keyrole inguiding industry and providing a framework to ensure our employmentpractices align with EEO principals. As industry leaders, we have anobligation to exceed these guidelines and raise the bar.

Affinity Groups at Oracle

There are a number of affinity groups at Oracle, composed of employeesfromdiverse backgrounds who meet and network through e-mail to explorecommonwork and social interests. Most Oracle affinity groups can be accessedonthe public e-mail lists in Oracle Office. It is our philosophy atOracle,to leverage technology and promote grass roots organizations of likeinterest. To the extent possible we do not interfere with employeecommunications. And although we do not monitor these communications,employees are expected to follow Oracle's communication policies whichinclude values of respectful communication practices. Affinity groupsthatrequest resources and support for projects that map to Diversity andCompliance goals are funded and supported.

Example:

After 9/11 Oracle's Muslim affinity group wanted to promoteunderstanding ofIslam. We held a Ramadan event and held lunch and learn sessionsentitled"dispelling the Myths of Islam". The event was well attended and verysuccessful. I believe that his would not have been possible if we hadnotestablished a long standing tradition of valuing diversity andpromotingself forming affinity groups and would not have been successful as aresponse to 9/11 if we had not already had the fundamentals in placepriorto the event.

There are many ways to implement affinity groups. We believe that ourmethod of open affinity maps well to our Oracle value system andremoves theoften critized and possibly divisive mentality of only supporting"protectedgroups".

Diversity Best PracticesDiversity Best PracticesBetty Rengifo Tucker

Business Strategy ManagerWells Fargo

LA Metro RegionAugust 27, 2002

“Our Team Members are the most important difference between being a good financial services company and

becoming a great one.”

Dick Kovacevich

Respect differences among team members, customers, and communities:

Behave in a way that supports your corporate values.Take advantage of different perspectives.Support the diversity of your team members, customers and communities.Leverage diversity as a competitive advantage.

Corporate Diversity Statement

LA Metro Vision

“To be the best financial services company in America, we will earn100% of our customer’s business and be the company of choice for our team members.”

#1#1

Our Vision

LA Metro is building an inclusive culture that recognizes and valuessimilarities and differences among team members, customers, and

our communities.

Balance Scorecard Approach to Diversity

Customer

Internal

Financial

Learning & Growth

Diversity Best Practices

“Diversity Awareness Begins at Home” - Team Member AppreciationRecognition

Diversity Champions - recognizes for Diversity & Community Involvement

TrainingConsistent Communication

Quarterly, monthly, dailyTMRG (Team Member Resource Groups)Community InvolvementMarketing Diverse Growth SegmentsSenior Management involvement is key to success

9/11 Observance

New York - dimming lightsMinnesota - educational seminars on Afghani cultureSacramento - teaming up with Red Cross honoring 9/11 heroesAlaska - encouraging volunteerism on 9/11

*Note - it is critical to be sensitive to people’s desires to be with their loved ones on 9/11.

Measurement & Accountability

Goal - Create and implement a “goals and controls” process that ensures the achievement of your Diversity goals.

Good to Great!

“Social Epidemics are driven by the efforts of a

handful of exceptional people.”Malcolm Gladwell: “The Tipping Point”

GoodBreakthrough

Jim Collins: “Good to Great”

Great

Be a Leader!

Thank You!

Topic Area: Communicating the diversity message Discussion Leader: Betty Tucker Business Strategy Manager for

Wells Fargo Session: First & Second # of Participants: 28 Note-Taker Name: Bradford Hills Stated Objectives:

To Share some key elements of Wells Fargo’s approach to diversity. Strategies for integrating and embedding the Culture of Diversity into the corporate fabric.

Presentation Notes:

Betty Tucker Provides a handout, entitled, “Diversity Best Practices.” -Goal: to cause a shift in our thinking; from regarding diversity as separate from a business model-to diversity as integral to a business model. -Cornerstone of approach is the recognition that it is the team members that give a business its competitive advantage. Corporate Diversity Statement When coming onboard, all team members are given a “Visions and Values” booklet, which has two pages devoted to Well’s Fargo’s corporate diversity statement. -Respect differences among team members, customers, and communities: *Behave in a way that supports your corporate values. *Take advantage of different perspectives. Support the diversity of your team members, customers and communities.

Roundtable Discussion: Note-Taker Template

*Leverage diversity as a competitive advantage. Wells Fargo LA Metro Vision “To be the best financial services company in America, we will earn 100% of our customer’s business and be the company of choice for our team members.” Wells Fargo LA Metro has created a Diversity Council. Their vision: “La Metro is building an inclusive culture that recognizes and values similarities and differences among team members, customers, and our communities. The Diversity Council’s goal is that diversity should be embedded in the culture of the business. It will be invisible if it is effective. Create a “Balance Scorecard Approach to Diversity.” Look at diversity from 4 perspectives: *Learning & Growth *Customer *Internal *Financial Continuing to learn will keep business at a competitive leading edge. Diversity Best Practices *”Diversity awareness begins at home.” With this in mind, Wells Fargo has created a pilot program: Team Member Appreciation Day. This is also a way to identify benefits of team membership. *Recognition >Diversity Champions Program recognition for Diversity and Community involvement. Diversity

Champions can earn $1,000 for non-profits. *Training. -Promotes awareness. -All senior managers go through 2 day training. *Consistent Communication >Quarterly, monthly, daily >Share best practices through conference calls. *Team Member Resource Groups(TMRG) Let team members know about available services and how they can get involved with non-profit groups. Inform about affinity groups. *Community Involvement. When supporting non-profits don’t just be a “deep pocket friend.” Rather, offer your expertise. *Marketing Diverse Growth Segments: -eg. Elderly, physically challenged, gays and lesbians. -seek out unique market segments. *Senior Management Involvement is key to success. 9/11 Observance Different offices will be observing in various ways. -New York- dimming lights -Minnesota- educational seminars on Afghani culture. -Sacramento- teaming up with Red Cross to honor 9/11 heroes -Alaska- encouraging volunteerism on 9/11(although it is critical to be sensitive to

people’s desire to be with loved ones on 9/11). -Moment of silence Measurement & Accountability *Goal- Create and implement a “goals and controls’ process that ensures the achievement of your Diversity goals. What would success look like? Track success of tactics. Good To Great “Social Epidemics are driven by the efforts of a handful of exceptional people.” –Malcolm Gladwell, author of “The Tipping Point.” (Read the book). You are the exceptional people who can be the catalyst for a shift in the culture. In Jim Collins’ “Good to Great”, this Harvard professor examined how certain companies were able to experience breakthrough growth. He identified a process in which many people contribute to a new way of acting. This change can be likened to the action of a giant flywheel. Initial efforts at turning it are slow and show little results. But by the action of many, over time, the flywheel begins to gain a momentum, and cannot veer from its course. Be a leader.

Discussion Notes: One community college representative reported that, with the back lash against affirmative action, and the actions of Ward Connerly, their college had to remove the word “diversity” from one of their programs. Suggestion: one could have effective diversity programs without using

the word. While the word may encounter resistance from some quarters, inclusiveness benefits all. Diversity is not something imposed but speaks to who we are as human beings.

Any unanswered questions?

Note-Taker Comments:

TOOLS FOR SUCCESS POST SEPTEMBER 11 DIVERSITY BEST PRACTICES WORKSHOP Los Angeles County Human Relations Commission Tuesday, August 27, 2002 7:30 a.m.-12 noon University City Hilton Los Angeles, CA DELIVERING CUSTOMER SERVICE TO MULTI-CULTURAL POPULATIONS AFTER SEPTEMBER 11, 2001 Diversity Roundtable Discussion (45 minutes per session) 9:35 a.m.-10:20 a.m. - 1st session 10:30 a.m.-11:15 a.m. - 2nd session Facilitated by: Dr. Gerda Govine, CEO G. Govine Consulting History

>assumptions/pattern/practice/experience

Event >September 11, 2001

Response filters:

>personal point of view assumptions - play a heavier role in making important decisions than most of us are aware. Assumptions frequently play a heavier role in making important decisions than most of us are aware.

>interpersonal point of view

assumptions - particularly true in our relationships across lines of difference, and particularly when we have not had substantial contact or interactions. Assumptions we hold as true are often unwritten and form the norms and guidelines for our behavior and our decisions.

When we made decisions about members of

other groups, the information most likely to be relied on is information we learned in the past. Without examining the underlying

-2- assumptions, we will continue to be guided by old and new stereotypes, and continue to draw inaccurate conclusions about other people. We make decisions in face of uncertainty

>organizational point of view

When negative assumptions about a group are in

operation, communication is tentative, restrained, and primarily governed by fear when interacting with individuals from that groups . Change creates uncertainty which creates fear . . Too much change can produce feelings of resistance. . .Change creates both danger and opportunity.

Present Outcomes

>difference (s) >shift(s):

Future >impact(s) >implication(s) >lessons learned

Points of reference: . . .resist looking in rear view mirror for comfort. . . now too much now, cannot go back. During change, we focus on the past and attempt to deny the change. New way of thinking: Someone can show you the doorΒyou have to decide to walk through it.

Thank you for your contributions

Where you go from here is up to you!

ROUNDTABLE DISCUSSION TOOLS FOR SUCCESS: DIVERSITY BEST PRACTICES POST 911 TOPIC AREA: Customer Services for Diverse Populations DISCUSSION LEADER: Gerda Govine SESSION: First and Second Number of Participants: First Session: l0; Second Session 6 Note Taker: Mary Louise Longoria Stated Objectives: “Delivering Customer Service to Multi-Cultural Populations After September 11, 2001” A three level model to understanding the dimensions of diversity and how these dimensions impact our lives was presented as a way to simplify and organize our complex patterns of our individual and interpersonal behavior. The model provided a valuable aid to understanding how one’s own cultural upbringing has shaped our beliefs and group behavior. This perspective offered participants an insight on how to use those patterns in successfully interacting with clients from different ethnic backgrounds. (See attached) Additional comments that were emphasized by the workshop leader and participants were: Foreign language training could be part of on-the-job training in order to enhance workplace skills. Use the power to convene people to get different opinions from diverse backgrounds. Be mindful of one’s own biases in working with people. Remember to develop “mood checks” when in others environments. There is a definite need to encourage learning other languages and cultures to solidify partnerships in business.

Topic Area - Developing the Business Case for Diversity Discussion Leader - Randy Lowe First session -9 participants Second session - 6 participants Note Taker - Barbara Mahoney Stated Objectives - To develop a business case for Diversity you must engage your Senior Management's support of your Diversity Program, Diversity is not an HR program, it should be given to the business units. So you need CEO support, Board support and Diversity champions in your organization for it to work. Diversity Paradigm has 3 tiers: 1. Compliance - this is where most companies are currently 2. Business Imperative - Understanding what diversity does for you as a company 3. Multi Culturalism - Accepting people for who they are and realizing we have a new culture created by people marrying out of their race Most companies are stuck in tier one and they need to break out of it and need to find champions for diversity in their organization to help them do this. If you are not culturally diverse, your company may lose a lot of money through lawsuits and this is a hard way to get there. The Board of Directors can also play a role in the diversity case, and the more diverse the Board is the more the company will become diverse. A company can maximize their diverse workforce by not doing things the same way, look at the company's vision statement every 5 years to see if the mission statement needs to be changed. Diversity should be included in the business plan for performance, but it should not be just filling quotas. It may take your company many years to become Multicultural, so be patient and keep educating the employees. Give your Managers the responsibility, reward them for their success and train for success.

EMPLOYMENT LAW BULLETIN

Courtesy of ESKRIDGE & ASSOCIATES, Attorneys at Law

Have you ever heard one of these “nicknames” at work – turban boy, camel jockey, the local terrorist, the Ayatollah, taxi driver, damn Arab and Bin Ladin boy. If you have, then you have witnessed harassment. Worse yet, race and national origin-based harassment may escalate into hate crimes. Hate crime is defined as “any of various crimes when motivated by hostility to the victim as a member of a group based on color, creed, gender or sexual orientation.” Hate violence is an aggressive expression of prejudice against another person or group of people simply because of where they or their ancestors are from. Hate crimes are unique because they have extraordinary emotional and phys cal impact that extends beyond the original victim, causing other employees to become intimidated.

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Employers have a special role in guarding against unlawful workplace harassment and are in a position to stop harassment before it turns into a hate crime. Both federal law (Title VII o the Civil Righ s Act) and sta e law (FEHA) prohibi workplace discrimina ion or harassment based on religion, national origin, race, color or sex. Now, more than ever, employers must be especially sensitive to the potential for discrimination or harassment against individuals who are, or who are perceived to be, Muslim, Arab, Afghan or Middle Eastern. Failure by employers to address discrimination and harassment can cause an isolated incident to fester and result in widespread tension in the workplace. Who is subjected to harassment at the workplace? Obviously, employees who are, or who are perceived to be, Arab, Muslim, Afghan or Middle Eastern have been greatly affected by the September 11 attacks. Arab-American and Muslim advocacy groups continue to report an increase in workplace discrimination complaints. In the eleven months following September 11, the federal Equal Employment Opportunity Commission received 588 workplace-discrimination complaints from Muslims, Arabs, Afghans and Middle Easterners. The FBI and other experts indicate that hate crimes increase in time of war or crisis. During World War II, Japanese-Americans suffered widespread harassment and discrimination crimes. Likewise, during both the 1978-1981 Iran Hostage c isis and the 1991 Persian Gulf War, people who appeared to be of Middle Eastern descent experienced hate attacks. After September 11, 2001, hate crimes have escalated. The FBI has ni iated numerous hate crimes investigations involving reported attacks on Arab-American citizens and institutions. The American-Arab Anti-Discrimination Committee is also receiving reports of workplace discrimination from Arab Americans who have been sent home from work or harassed by co-workers since the September11 attacks.

Hate crimes in the workplace can be curtailed in many ways:

• Employers should clearly communicate to all employees through a written policy or other appropriate mechanism that harassment in any form is prohibited. Employers should have effective and clearly communicated policies and procedures for addressing complaints of harassment.

• Employers should train managers on how to identify and respond effectively to harassment even in the absence of complaint.

• Employers should educate their employees to dispel my hs and stereotypes about particular groups of people.

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• Employers should set clear rules and limits on Internet and e-mail use, as technology is frequently used to harass or discriminate. (For example, the e-mailing of inappropriate, racist “jokes” and “cartoons” is not unusual.)

• Employers must p ovide reasonable accommodations for religious practices of an employee.

• Develop a fresh approach to hate crimes training. Some organizations have set up online hate crime programs which they require their employees to complete. A pilot course on hate crime prevention has been launched for law enforcement officers that allows these officers to earn college credit. These online courses can be a great way to reach every employee.

Other ideas for promoting diversity and thereby preventing hate crimes in your workplace include:

• Hold a “diversity potluck” lunch. Invite co-workers to bring dishes that reflect their cultural heritage.

• Arrange a “box-lunch forum” on topics of diverse cultural and social interest.

• Examine the degree of diversity at all levels of your workplace. Are there barriers that make it harder for people of different races and different national origins to succeed?

• Cast a wide net when recruiting new employees.

• Post all job openings to allow all employees an opportunity to compete for promotions.

• Value the input of every employee and reward managers who do so also.

• Avoid singling out employees of a particular race or ethnicity to “handle” diversity issues on behalf of everyone else. Instead, use a committee approach with a variety of individuals.

• Vary your lunch partners. Seek out co-workers of different backgrounds, from different departments, and at different levels in the company.

• Establish an internal procedure for employees to report incidents of harassment or discrimination. Publicize the policy widely.

• And finally, don’t close your door unless you have to. Foster an open working environment.

Ha e crimes are under reported. Most hate crimes are never brought to the attention of anyone, not even the police. This is often due to the victim’s fear of reprisals, or to the victim’s shame and feelings of responsibility for the incident. Employers should encourage not only he vic ims, bu all employees to report hate-crimes. Preventing hate crimes not only protects employees, but it also improves workplace efficiency. Employees who respect each other are more productive and successful than employees who distrust or fear other employees.

ESKRIDGE & ASSOCIATES, Attorneys at Law, may be contacted by phone (310/792-7021), by fax (310/792-7022) or by e-mail (geskridge@ealaw.net). Please visit our web site at www.ealaw.net or www.employmentattorneys.net.

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Anti-Arab Hate Crimes Under Investigation

By LAPD & LA Shefiff's Dept. According to the Office of Attorney General

EEOC's Statistics Nationally Between 9/11/2001 to 8/8/2002

Number of Claims Filed in Particular States

588 charges were filed by individuals who are or are perceived to be Muslim, Arab, Afghani, Middle Eastern or South Asian or individuals alleging retaliation related to the events of 9/11/01

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EEOC's Statistics Nationally Between 9/11/2001 to 8/8/2002

Number of Discharge vs. Harassment Claims Out of 588 Claims Filed

(By individuals who are or are perceived to be Muslim, Arab, Afghani, Middle Eastern or South Asian or individuals alleging retaliation related to the events of 9/11/01)

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US Employment Opportunity Commission's Statistics for Discrimination Based on Religion - Muslim

CAC Workshop Note Takers Template TOPIC AREA: How To Address Hae Crimes, Incidents, And Discrimination In The Workplace DISCUSSION LEADER: Gayle L. Eskridge, Dana Giovine W/ Eskridge & Associates SESSION: First or Second: BOTH NUMBER OF PARTICIPANTS: 10 PARTICIPANTS NOTE-TAKER NAME: BOB KHAKSHOOY W/ ESKRIDGE & ASSOCIATES STATED OBJECTIVES: To Curtail Discrimination In The Workplace Post 9/11/01 Presentation Notes: EEOC, Federal Employment Opportunity Commission has reported that there were 588 charges filed by individuals who are or are perceived to be Muslim, Arab, Afghani, Middle Eastern or South Asian from 9/11/2001 to 8/8/2002. 243 of these charges were of harassment and 364 of these charges were for discharge. Further, CA was the second largest state with 66 claims of hate crimes, while Texas had the highest number of claims (73 claims.) The number of claims filed by Muslims based on their religion almost tripled after 9/11/01 from 289 claims to 655 claims. However, the number of Anti-Arab hate crimes under investigation by LAPD and LA Sheriff’s Department decreased substantially from September 2001 to recent months. However, keep in mind these statistics only cover the claims that were reported, therefore, there is more likely to be other hate crime incidents that were not reported to any private or governmental agency. Example of some hate crime incidents in the workplace are: attorney contracts not being renewed due to being a Middle Eastern, Pakistani pilots being terminated. Employers need to deal with workplace discrimination as soon as it arises. These issues can not be postponed and if it is postponed, it could lead and become a greater problem; such as an expensive discrimination lawsuit. Employers should encourage an open dialogue in the workplace. Employers should encourage employees to talk to each other. This can be done by having a diversity potluck lunch or inviting co-workers to bring dishes that reflect their cultural heritage to work. I did this myself at our law firm.re reporting any kind of incidents including hate crime incidents.

ANTICIPATING AND IDENTIFYING CONFLICT IN THE WORKPLACE

An Assessment Tool

These questions are meant to be a tool to assist managers and supervisors in assessing possible indicators of conflict or tensions in a multicultural workplace. However, it is important to note that particular employee behavior -- such as ethnic or racial cliques at lunchtime -- should NOT be viewed in and of itself, as a problem. It may simply be part of a larger scenario of conditions that together suggest the need to create more opportunities for multicultural gatherings/contacts. Ask yourself these questions: 1. Have you seen an increase in self-segregation during working hours by employees such

as on breaks, or at lunch time? Yes/No – If ‘Yes’, which groups? ________________ ______________________________________________________________________ ______________________________________________________________________

2. Are there certain ethnic groups segregated into particular job categories? Yes/No – If

‘Yes’, determine whether that might contribute to tensions. _______________________ _______________________________________________________________________

3. Has there been contention over new work assignments or the selection of working teams? Monitor recent demotions, relocations and changes in supervisors for signs of conflict, especially where such workforce changes have a disproportionate impact on certain groups identifiable by race, ethnicity, gender, etc. Notes: ________________________

________________________________________________________________________ ________________________________________________________________________ 4. Is there an increase in the number of employment-related rumors? Are employees talking

about further layoffs, transfers, or pay cuts? Notes: ______________________________ ________________________________________________________________________ ________________________________________________________________________ 5. Do you see intolerance or insensitivity on or near the time of ethnic and cultural days of

celebrations? Sometimes the celebration of special days by certain groups can isolate others and highlight existing intergroup tension. Notes:___________________________

________________________________________________________________________ ________________________________________________________________________ 6. Are there graffiti, flyers, or other materials or objects in and around work areas that

denigrate certain groups? Are materials being distributed or posted on bulletin boards and other areas that are demeaning to members of any group? These in particular can aggravate intergroup conflict situations. Notes:______________________________

________________________________________________________________________

©L.A. County Commission on Human Relations – Primer on Managing Intergroup Conflict in a Multicultural Workplace 2002 - Robin Toma

________________________________________________________________________ 7. Have there been racial or sexual jokes or slurs in the workplace? This can indicate

insensitivity, which, if not dealt with, could lead to intergroup conflict. It may also point to scapegoating of groups during "bad times." Notes:___________________________

________________________________________________________________________ ________________________________________________________________________ 8. Have incidents of vandalism targeted employees or supervisors? If so, have you

discovered information that indicates the vandalism was motivated by intergroup bias or conflict? These could be serious warning signs that intergroup tensions exist in the department or work site. Notes:______________________________________________

________________________________________________________________________ ________________________________________________________________________ 9. Has there been a rise in the number of complaints by the recipients of services in your

department or work site? Have these complaints involved race, ethnicity, gender, sexual orientation, etc.? Notes:____________________________________________________

________________________________________________________________________ ________________________________________________________________________

©L.A. County Commission on Human Relations – Primer on Managing Intergroup Conflict in a Multicultural Workplace 2002 - Robin Toma

CONFLICT INTERVENTION

A CHECKLIST All too often, managers only become aware of an intergroup conflict once it has erupted into major incidents, involving, for example, shouting matches or vandalism. At that point, intervention must focus on some fundamental steps.

Security Planning. Take steps to ensure the safety and security of all employees, such as not permitting employees to stay after hours when no security guards are on duty, etc. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

Stabilize the Situation.

By simply alerting the parties involved that you will be setting up a meeting to address the underlying issues, you have sent a message that the matter is no longer theirs alone to resolve. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

You may want to issue a strict directive that no further or only limited contact between the disputing groups should occur until the meeting/mediation. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

Identify key individuals which can assist in advising you of rumors, which should be confirmed, dispelled, or clarified as quickly as possible, so that they do not further inflame or distort the conflict. Notes on situation, actions taken: _____________________________________________________________

©L.A. County Commission on Human Relations – Primer on Managing Intergroup Conflict in a Multicultural Workplace 2002

_____________________________________________________________________________________________________________________________

Establish and Communicate Workplace Ground Rules. If epithets or other

offensive language or graphics are being posted in the workplaces, or hostile notes are being left on certain employees= desks or other personal work spaces, managers must make it absolutely clear that such behavior will not be tolerated, and anyone caught will be disciplined severely. This may also mean establishing methods of working together so that employees at odds will not be placed in a position that would likely further exacerbate the intergroup tensions. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

Identify the Presenting Problem. Meet with the individuals or groups

involved to understand the source, or sources, of the tensions or conflict. This is discussed in greater detail below. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

Work through emotions. Give those involved the opportunity to express their anger in safe and effective ways. For example, professional counseling should be made available whenever possible. This also means allowing employees to Αvent≅ prior to any meeting at which both sides are present. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

Engage Disputants/Stakeholders. Once you have identified who the parties ©L.A. County Commission on Human Relations – Primer on Managing Intergroup Conflict in a Multicultural Workplace 2002

©L.A. County Commission on Human Relations – Primer on Managing Intergroup Conflict in a Multicultural Workplace 2002

in dispute are, including others who may be directly affected by any resolution, you should begin having conversations with them, to understand all facets of the conflict and any potential resolution. Notes on situation, actions taken: ________________________________________________________________________________________________________________________________________________________________________________________

Move from Conflict to Problem Solving. Employing one of the methods of

dispute resolution - mediation, conciliation, third party consultation, arbitration - all of which are discussed in more detail below, will make it possible to move the disputants from conflict to resolution. Notes on situation, actions taken: __________________________________________________________________________________________________________________________________________________________________________________________

�Topic Area: Managing Differences Post 9/11 Discussion Leader: Ron Orme & Alma Mena Williamson Session: Second # of Participants: 8 Note-Taker Name: Cherylynn Hoff Stated Objectives:

How companies and corporations can create an inclusive environment in the post 9/11 climate.

• Be open minded • Develop a “filter” • Explore the unknown, even if it is uncomfortable • Develop an awareness of one’s own bias. • Ensure that personal or individual biases do not interfere

with how you relate and interact with other people • Present material and evaluate issues with as much

objectivity as possible • Don’t fear conflict • Recognize the stages of conflict and be self confident

enough to know when to act or when to let parties in conflict take responsibility for resolving conflict themselves.

• Encourage collaborative problem solving • Instruct, inspire, hold people’s attention, provoke thought

and discussion • Stages of Resolving Conflict:

• Problem Definition: Encourage defining of the problem; is everyone on the same page about what the conflict is?

• Information Exchange: Encourage info exchange among members of the group listening actively without judging.

• Negotiation Stage: Give and receive feedback • Resolution Phase: Focus on interests not positions and

create options • Be willing to take risks, part of learning how to make

decisions. • Build partnerships to achieve goals • Have diverse life experiences. Have knowledge and

experiences with at least three “diverse” populations (e.g. racial, gender, disabled, etc.)

• Develop belief in Diversity Values: Inclusion, Tolerance, Adaptation, and Equality.

Roundtable Discussion: Note-Taker Template

• Understand your different roles. Wear many hats. Recognize when to change hats.

• Develop ability to communicate with people at all levels within the organization

• Establish interpersonal relationships • Have a “make it happen Factor” – the ability to move

diversity out of the Affirmative Action arena, out of event planning and into the fiber of the organization.

• Become more tolerant and understanding of others • Be non-judgmental • Hotlines to take employee complaints encourage employees

to come forward with confidentiality • Provide training to students. Let them know what company

is looking for. • It was very helpful to have diversity programs and

literature before September 11 to implement after 9/11. • Some things presenting companies implement are: a

diversity quiz, Diversity Month, opportunities for education and research on the internet on the topic of diversity n- a fun way of getting your message across.

• It’s a good idea to use outside consultant for diversity training. Helps with neutrality, encourages employee input.

• What companies have learned post 9/11 is that though before 9/11 sometimes they thought maybe their diversity work wasn’t having the effect they sought, after 9/11 they saw that n – thought maybe it wasn’t doing anything, but post 9/11 can see that it had, and was important.

• Investing in training may not give you immediate gratification, but it works.

• Some of the things companies are doing for the Anniversary of 9/11 are:

• More support through EAP program and workshops that employees can go to before 9/11.

• Addressing employees potential added stress due to 9/11 anniversary before that time.

• Distributing Salaam Means Peace in company and in new employee packets.

• Commemorating the day • Gave everyone a small flag to hang outside offices.

• Content for employee diversity training changed after 9/11. More valuing of differences. Encouraging employees to use same skills they use in customer relations skills in the workplace. Letting employees know consequences of certain behaviors. More emphasis on what is and what isn’t going to

be tolerated in the workplace and on tools that can be used to create more tolerant environment. • Compensation program to employees based on how well the company is doing creates a positive team work atmosphere. • Diversity training (for managers 3 hours, employees 2-2.5 hours.) Also, all day workshop at MOT. But these efforts are often “Preaching to the Choir” because they are optional.

“Managing Conflict and Communication Among Different Cultures” Round Table Session 2

LACCHR Executive Director Robin Toma began by offering a broad definition of culture as the shared norms that bind any group of people. He also stressed that conflict based on cultural differences shouldn’t be viewed as a completely negative phenomenon. If managed properly, it can be an opportunity for raising important issues, promoting education, and creating change. Alert managers should anticipate situations that have the potential for sparking intergroup conflict. The County of Los Angeles, for example, knows from experience that sometimes reductions in workforce have led to retaining bilingual employees with less seniority instead of monolingual employees with greater seniority. Such developments can easily lead to heightened inter-ethnic tension. Similarly, managers should take appropriate steps to prevent renewed anti-Middle Eastern sentiment that might accompany the anniversary of the September 11th attacks. Mr. Toma distributed two tools to assist managers in assessing the potential for intergroup conflict and determining a course of action. The first was a list of questions to measure what conditions exist in a work environment that might make it at greater risk for intercultural tension. Self-segregation of employees by race during breaks is one such indicator. Mistrust might also develop when some employees speak to each other in languages other than English. In such cases, managers can take pro-active steps and create more favorable conditions for intergroup relations by promoting film showings, potluck meals, book clubs, and other opportunities for informed cultural exchange. He also provided participants with a checklist for intervening after conflicts arise. Managers who are responsible for responding to such situations must consider a range of steps, including security measures, rumor control, and engagement of disputants when fashioning an appropriate response plan.

“Managing Differences” Round-Table Session 1

Ron Orme opened the discussion by discussing how Sempra Energy responded to reports by Arab American employees that they had been harassed by co-workers after the September 11th terrorist attacks. The company distributed an open letter to employees with an attachment from the company’s CEO calling for unity during a period of great fear and anxiety. Management also initiated a series of brown bag lunch programs to educate employees about the Arab American community. Similar educational activities were held during the company’s Cultural Diversity Month observance in October. Alma Williamson added that the CEO also issued a letter announcing the establishment of a relief fund for victims of September 11th. A representative of one corporation added that at his company, non-Muslim employees complained that some managers made ethnic jokes about Muslims. There was also a report that one of the complaining employees and a supportive manager both had their cars vandalized in the company parking lot. The company offered to pay for the damages to both vehicles. Another participant shared that the HLC Group granted stress leave for Arab American employees who were emotionally wrought or fearful following September 11th. The company makes diversity training mandatory and has terminated at least one manager for inappropriate comments. Diversity training is also compulsory at the Boeing Company as well, but enforcement of this requirement was tightened after the September attacks. The representatives of Sempra Energy added that their CEO has even personally called managers who missed diversity training to stress its importance. At Transamerica, human relations publications, such as LACCHR’s Salaam Means Peace and A Primer on Managing Intergroup Conflict in a Multicultural Workplace, are included in new employee orientation packets. Transamerica also sponsors monthly cultural diversity activities to commemorate ethnic heritage months and promote cross-cultural awareness.

�Topic Area: Managing Differences Post 9/11 Discussion Leader: Ron Orme & Alma Mena Williamson Session: Second # of Participants: 8 Note-Taker Name: Cherylynn Hoff Stated Objectives:

How companies and corporations can create an inclusive environment in the post 9/11 climate.

• Be open minded • Develop a “filter” • Explore the unknown, even if it is uncomfortable • Develop an awareness of one’s own bias. • Ensure that personal or individual biases do not interfere

with how you relate and interact with other people • Present material and evaluate issues with as much

objectivity as possible • Don’t fear conflict • Recognize the stages of conflict and be self confident

enough to know when to act or when to let parties in conflict take responsibility for resolving conflict themselves.

• Encourage collaborative problem solving • Instruct, inspire, hold people’s attention, provoke thought

and discussion • Stages of Resolving Conflict:

• Problem Definition: Encourage defining of the problem; is everyone on the same page about what the conflict is?

• Information Exchange: Encourage info exchange among members of the group listening actively without judging.

• Negotiation Stage: Give and receive feedback • Resolution Phase: Focus on interests not positions and

create options • Be willing to take risks, part of learning how to make

decisions. • Build partnerships to achieve goals • Have diverse life experiences. Have knowledge and

experiences with at least three “diverse” populations (e.g. racial, gender, disabled, etc.)

• Develop belief in Diversity Values: Inclusion, Tolerance, Adaptation, and Equality.

Roundtable Discussion: Note-Taker Template

• Understand your different roles. Wear many hats. Recognize when to change hats.

• Develop ability to communicate with people at all levels within the organization

• Establish interpersonal relationships • Have a “make it happen Factor” – the ability to move

diversity out of the Affirmative Action arena, out of event planning and into the fiber of the organization.

• Become more tolerant and understanding of others • Be non-judgmental • Hotlines to take employee complaints encourage employees

to come forward with confidentiality • Provide training to students. Let them know what company

is looking for. • It was very helpful to have diversity programs and

literature before September 11 to implement after 9/11. • Some things presenting companies implement are: a

diversity quiz, Diversity Month, opportunities for education and research on the internet on the topic of diversity n- a fun way of getting your message across.

• It’s a good idea to use outside consultant for diversity training. Helps with neutrality, encourages employee input.

• What companies have learned post 9/11 is that though before 9/11 sometimes they thought maybe their diversity work wasn’t having the effect they sought, after 9/11 they saw that n – thought maybe it wasn’t doing anything, but post 9/11 can see that it had, and was important.

• Investing in training may not give you immediate gratification, but it works.

• Some of the things companies are doing for the Anniversary of 9/11 are:

• More support through EAP program and workshops that employees can go to before 9/11.

• Addressing employees potential added stress due to 9/11 anniversary before that time.

• Distributing Salaam Means Peace in company and in new employee packets.

• Commemorating the day • Gave everyone a small flag to hang outside offices.

• Content for employee diversity training changed after 9/11. More valuing of differences. Encouraging employees to use same skills they use in customer relations skills in the workplace. Letting employees know consequences of certain behaviors. More emphasis on what is and what isn’t going to

be tolerated in the workplace and on tools that can be used to create more tolerant environment. • Compensation program to employees based on how well the company is doing creates a positive team work atmosphere. • Diversity training (for managers 3 hours, employees 2-2.5 hours.) Also, all day workshop at MOT. But these efforts are often “Preaching to the Choir” because they are optional.

Multicultural Marketing

Prepared ByYumiko CarrAugust 2002

Multicultural Marketing

• Determine objectives – internal or external (What is the current situation, i.e. working with established diversity initiatives, in the development stages, etc.)

• Assess environment, gather facts(Internal workforce and customer sentiments)

Internal Process• Create an atmosphere of inclusion

(Affinity groups, education focus)

• Celebrate differences(Come Together events)

• Establish work teams to monitor and implement initiatives. Engage all areas.

External Process 1

• Determine objectives(Expand customer base, strengthen brand, promote products/services, attract stakeholders, impact the bottom line!)

• Develop outreach campaign(Keep in mind that you are not your target audience)

External Process 2• American audiences are becoming more

diverse.• Nearly a quarter of the U.S. population describes

itself as something other than white alone (American Demographics report).

• The U.S. Census reports that blacks make up more than 36 million of the population; Hispanics make up 35 million; Asian Americans 12 million; and American Indians more than 4 million.

External Process 3• These number can be broken down even more

based on segmentations within each group. For example, Hispanic Americans include those of Mexican, Puerto Rican, South American, Central American, Dominican and Cuban descent. The Asian-American population includes Asian Indian, Filipino, Chinese, Korean, Japanese and Vietnamese. The same holds true for American Indians where over half say they are American Indian plus another racial group.

External Process 4• Couple this splintering of groups with

cultural, generational, linguistic and media channel challenges, and you’ve got your work cut out for you.

• Attitudes, beliefs and practices have to be carefully monitored and assessed, and every campaign needs to address these issues within each group. The cookie-cutter approach doesn’t work anymore.

External Process 5• You have to take your message to where

your target market is and engage key stakeholders (churches, synagogues, professional associations, community based organizations) for proper execution. Consult members of the target audience to get a clearer picture, but remain sensitive, to the broad spectrum of individuals that comprise the audience (many hues, values, beliefs).

External Process 6• Research is critical. Know who you are talking

to, what they are reading, what they are listening to, and how they are getting their information so you can create strategies that will successfully impact the community and motivate them to action.

• You also need to test your strategies because without actually talking to you target audience, you might end up offending them with stereotypical messages or images.

External Process 7

• Answer questions concerning which media channels to use to reach the right audience. In addition to mainstream newspapers and magazines, explore ethnic media outlets. American Demongraphics reported that Ethnic newspapers – presenting a range of linguistic and cultural perspectives are proliferating nationwide.

External Process 8• Television and radio outlets are good targets,

but be sure to use the formats and language that speak to the ethnic and age groups you want to reach.

• According to Simmons Market Research, nearly half of the Hispanic Americans surveyed said they remembered more about, or paid more attention to, products and brands that were advertised in Spanish.

External Process 9

• If your message is going on the Internet, know that usage among Asian-Americans is highest among any other group. According to the U.S. Dept. of Commerce, multicultural audiences used the Internet as follows: blacks at 39.8 percent, Hispanics at 31.6 percent and Asian American and Pacific Islanders at 60.4 percent.

External Process 10• As mentioned previously, the cookie-cutter

approach approach doesn’t work anymore. American is too diverse. So, throw out the old mold, do the proper research, get the message right and deliver it effectively to impact your bottom line.

• Include multicultural communications as an integral part of your communications plan – an aspect to be included not as an after thought, but from the beginning of the plan’s creation.

Helpful Hints• Send press releases to ethnic publications• Translate when you want to further tap into

the multicultural audience. • Consult the experts in the identified field of

interest (Ethnic firms for advertising/PR efforts).

• Diversify your internal structure to mirror your service population, and to create a rich exchange of ideas for progress.

Los Angeles-based Ethnic and Multicultural Firms Specializing in public relations, advertising, target marketing communications

African American Hispanic Carol Hall & Associates Acento Advertising PMB#147-10573 Pico Blvd. 2048 Cotner Avenue Los Angeles, CA 90064 Los Angeles, CA 90025 (323) 731-3374 (310) 479-8113 LAGRANT COMMUNICATIONS La Agencia de Orci & Asociados 911 Wilshire Blvd., Suite 2150 11620 Wilshire Blvd. Los Angeles, CA 90017 Los Angeles, CA 90025 (323) 469-8680 (310) 444-7300 Tobin & Associates Valencia, Perez & Echeveste 6565 Sunset Blvd., Suite 301 87 N. Raymond Street, Suite 400 Hollywood, CA 90028 Pasadena, CA 91103 (323) 856-0827 (626) 793-9335 Young Communications Group 672 Lafayette Park Place, #29 Los Angeles, CA 90057 (213) 738-9240 Asian American Imada Wong Communications 633 W. Fifth Street, Suite 1160 Los Angeles, CA 90077 (213) 622-6513 InterTrend Communications, Inc. 19191 South Vermont, #400 Torrance, CA 90502 (310) 324-6313 IVY Communications 3200 Wilshire Blvd., South Tower 1730 Los Angeles, CA 90010 (213) 381-2340 Lang & Murakawa 500 S. Grand Avenue, Suite 1710 Los Angeles, CA 90071 (213) 239-6688

August 2002

1

Building International Business Relationships in Latin American and African Markets

Presented by Ava GutierrezPublic Information OfficerLos Angeles County Human Relations Commission

2

What’s the First Step?Research, Research and more Research!Research would include the history, food, music, social behavior, religious and social culture of the group.Do not make assumptions that all foreign countries, even within the same hemisphere, think alike!

3

Five Vital Questions that Establish Communications

What message do you want to community?How important or relevant is the message to you and others? What conditions, customs, concerns, attitudes, or values will help or hinder the message?

What specific interpersonal or media communications methods are needed? Why?How do you measure message effectiveness and the need for further communication?

4

Questions to Ask Yourself?Have I a comprehensive Fact Base on my target market?What are my potential problems and opportunities?Do I have the finances and the staff to accomplish my objectives?Do I have enough sensitivity to the market to develop a cohesive strategy?

5

What Customer Need Can you Fulfill?

Does the targeted country offer you the opportunity to sell an entire product line?Do you need to concentrate on a specific product aimed at a special market?Is there a single key market you need to hit?Is there a specific geographic territory you need to target?

6

Trends and CompetitionIdentify situations or factors that may influence your marketing efforts one way or another.Analyze all of the facts, good and bad, about your products or services.Identify established players in the market you seek to encroach. What segment have they carved and where are they heading?

7

Extremely Important!Identify each major competitor’s strengths and weaknesses in product, market, people, financial, production capabilities, distribution, and customer attitude.Gather as much reliable information as possible on each competitor’s sales, share of market, up and down trends, growth rate, future plans, and pricing.

8

How are you going to distribute?Do you have distributors and dealers?Are you selling through the Internet?Which key distributors and dealers have competitors been able to dominate?Which salesmen or sales reps or territories are producing well…which ones aren’t (support with sales data).

9

Customer AttitudeDoes the customer know who you are?Would your product or service fulfill a need which could prompt a purchase?Do you have the financial strength to do a comprehensive marketing/advertising and public relations plan?

10

TacticsResearch the market/consumer needsSpeak to the country’s trade representativesJoin a state department or department of commerce delegationJoin an international trade organization

11

Budgetary ConsiderationsStrategies propose your plan of attack.Budget specifies how much it will cost.A first step to establishing your marketing plan’s budget is to isolate your responsibility.

Isolate your marketing costs into two broad categories

Isolate your costs of getting an order:

(Selling, Advertising, promotion, incentives, credit costs, packaging and merchandizing,etc.)

12

Additional Marketing Costs

The Order Filling Costs are more fixed and less controllable by you than Order Getting Costs. Still, they have to be added to your equation.

2. Order filling costs(Shipping, warehousing, inventory, order processing, billing, etc.)

13

Establishing a budgetTop management decides on their corporate objectives.Marketing planners develop their strategies within the general parameters of the management figure.

Top management reviews the marketing plans which call for detailed budgets, and decide on a final approved figure.This calls for lots of communication between groups.

14

EXAMPLES OF CULTURAL CUSTOMS

15

ExamplesWhat is the appropriate distance between one person and another?Answer: This can vary from culture to culture. In the Middle East and in Latin America, for instance, two to four feet away is the polite and customary distance in casual conversation.

16

ExamplesAfter work, you should stay and socialize with your co-workers? Or, you should go right home and be with your family? Which is right?Answer: Depends on where you live. In Japan, for instance, you are expected to socialize after work, in a group sport for example.

17

ExamplesIn some countries, it is appropriate for two men to hold hands as they walk in public.In many countries, you are considered lacking in finesse if you are to direct when responding to a question.In some countries, nodding your head up and down can mean “no”.

18

ExamplesPraise: In some cultures, group accomplishment is more highly regarded than individual achievement.Handshakes with women and children are not considered polite in parts of Asia. In Germany, you shake hands with everyone, both when arriving and departing.

19

ExamplesIn some cultures, a downward gaze is a sign of respect.In Thailand and other Far Eastern countries, the head is considered sacred. It is offensive to touch another person’s head.Learn local hand gesture meanings. Some hand signals we use are obscene to other cultures.

20

Bottom LineTry not to assume that because other people do not make the conclusions we do, they must somehow be confused, uneducated, peculiar, or simply wrong.IT’S ALL A MATTER OF PERCEPTION!

21

LATIN AMERICA OVERVIEW

DEMOGRAPHICS

22

Latin America Overview

Socio-CulturalEnvironment

23

Latin America OverviewSOCIO-CULTURAL

Patriarchal SocietyReligion Influence Although DecliningEducation is authoritarian, GeneralMobility Is Limited

24

Latin America OverviewSOCIO-CULTURAL

Patriarchal:Well-Defined HierarchySeniority Equals AuthorityWomen’s Role: Family MattersAuthoritarian

25

Latin America OverviewSOCIO-CULTURAL

Religion:

Role of Religion Different Than In U.S.Exerts Much Greater Influence In PoliticsUsed As Political Tool

26

Latin America OverviewSOCIO-CULTURAL

Education:

In Latin America, Emphasis On General EducationEven Education Is Authoritarian

27

Latin America OverviewSOCIO-CULTURAL

Mobility:

Proximity To Family, FriendsLimited Transportation Facilities

28

Latin America OverviewSOCIO-CULTURALRelationships

P.R.E.M. Influences RelationshipsFamily

Tight family circle; Including extended familyTradition is of utmost importanceMultiple generations under one roof

BusinessStrong, personal ties before business is conductedEmphasis on person rather than companyPersonal affiliations recur on business dealings

29

Latin America OverviewDEMOGRAPHICS

Massive Population Base: Total: 460 MMABC: 180 MM

35% Considered Middle Class or Above40% Lives Under Poverty Level

Poverty Not Synonymous with HungerThe Young Comprise Population Bulk

Under 20 Years: 45%Under 35 Years: 66%

30

Latin America OverviewDEMOGRAPHICS

High Urban ConcentrationSAO PAOLO: 18.3M PeopleMexico City: 21.5M PeopleBuenos Aires: 11.8M People

Education:Less than 40% finish high school; U.S. more than 80%

Overall, region has 70.1% literacy rateSkewed by southern cone countries

31

Case Study: AT&T

Relationship MarketingGoal: Establish AT&T technological leadershipIdentify key partners, events and charitiesResults: Extensive sales database developed

32

The New Media World

Media is internationalSingle media dominance is erodingKey is the emergence of cable/satellite TVKey is the growth of the InternetGrowth of Pan-Regional Media, both print and broadcasting

33

Suggestions on a Media Approach

Take a hybrid approachLook at communications planning vs. media planning. You need bothMake sure there is extensive coordination between local, regional and headquarters groups for planningRegular review of local vs. US-based centralized buying

TOPIC AREA; MULTICULTURAL CUSTOMER SERVICE & MARKETING

DISCUSSION LEADER: Yumiko CarrSTATED OBJECTIVE: To Share access /resources on how to market tomulticultural communities(Grass roots local level; internal)PRESENTATION: Develop a Communication Plan that includes marketing(diversity is a "given")*How to embrace groups in different ways*Go where the target market is; take message into ethnic publications.*Have knowledge of cultural norms to determine what you do, and where.*Be aware of the diversity, the sub-groups within any cultural group.(her handout deals with methods).You bring YOUR background into the mix; notice generationaldifferences also; consult members of target audience; test thestrategy. You need to be a good neighbor a visible presence in acommunity.Establish relationships. Some groups like messages in their nativelanguage; some do not. Include images of your target audience in yourmessage.

DISCUSSION LEADER: Ava GuitierrezSTATED OBJECTIVE: How to conduct an international campaign (vs. adomestic campaign)PRESENTATION: *Analyze your staff for capability of living in foreigncountry; prepare family units. Have them live in country for awhile.Know something about its history.*Have employees take State Dept. tours of your target country.*Don't assume everyone in another country is all alike. Research isessential.*Establish relationships with individuals, not the company.*Get involved in that community: join in sponsorship of a culturalevent; do a trade show, raise money for charity. This provides thepreception that your foreigner.*Advertising is different for various countries.You can't try to sell a product that is beyond the infrastructre ofthatcountry.*Corporate branding needs to be able to be accepted, and established ata global level.*Learn about the mores; the socio-cultural ideas; some words havedifferent meaning....it impacts the business relationship; thesignificance of certain colors,etc.; advertising may be different... insome countries you can't do direct marketing, or use print. Eachcountry may have different phone system and rates.

DISCUSSION NOTES:From IKEA: We convert everything to same rate.If the economy is different adjust product rates. They have a 3-monthpre-trip for staff, exposure to language classes, the history, and adriver & cook to help employee make the transition.UCLA: Have community alliances with other companies; how to bring inspeakers; motivate employees. We do English as a 2nd language to helpin promotions from lower level positions.WELLS FARGO: It is necessary to start at home...to know ourselves. Dowe have disabled employees, single parents, etc.Our employees reflect our store areas; our customer base.UNION BANK: How do you develop contacts within a different culture?

Sugggestions included: going to cultural centers, message in ethnicmedia, take Consulate of the particular group to lunch(!). Use internetand trade associations, university groups, Chambers of Commerce.LAW FIRM: Involve their own employees in different ethnicorganizations; promote our own office as the most diverse ofour firm. We rotate different employees to interface with differentgroups. We have a speakers bureau.We want diversity workshop in the executive suite, also.HILTON HOTELS: Re diversity initatives: We get in touch with all lawfirms and tell them whether or not they will get our business, based ontheir commitment to diversity. No one in Dept. can be there unlessthey are involved in the community; an affirmative action plan canencourage a diversity component.

ANY UNANSWERED QUESTIONS?Participants felt their questions were addressed.They mentioned that they heard about many different approaches. Thatlanguage classes are a good way to break down barriers; the U.S. isthe only melting pot is not accurate; it exists in many countries, aswell as breakouts within each group.The book "The Browning of America" by Richard Rodriguez was suggestedreading. And Ava proferred the fact that the "melting pot" was in theU.S. from the beginning.

NOTE TAKER COMMENTS: Although a small group, the discussion was livelyand produced many ideas, and answers. It did not relate directly topost 9/11; but it was a diversity, affirmative action discussion.

An Employer’s Guide to Islamic Religious Practices

emoonereligarouD graphers say that Islam is

of the fastest growing ions in the United States and nd the world. American

Muslims are now found in all sectors of the society. This growing Muslim population adds a new dimension to be considered by employers when dealing with issues of multiculturalism and diversity. The information contained in this booklet is designed to assist employers in formulating and implementing policies that will help create a culturally-sensitive workplace environment. It will also serve as a guide to religiously-mandated practices of Muslim employees. U.S. Legal Protections of Religious Rights Muslim practices are, in legal terminology, bona fide religious beliefs, which means that those who practice them regard them as compulsory. Prayer, fasting, pilgrimage, religious celebrations, and dietary and clothing requirements are long held practices of members of the Muslim faith. Such religiously-mandated expressions are protected by the following provisions in the Bill of Rights and federal law:

• The First Amendment to the Constitution of the United States, which protects the free exercise of religion.

• Title VII of the 1964 Civil Rights Act, which provides that an employer may not discriminate against a person because he/she adheres to a particular faith, and that employers must accommodate an employee’s religious practices unless doing so would cause undue hardship to the employer.

• Section 3 of the Religious Freedom Restoration Act of 1993, which provides that government shall not substantially burden a person’s exercise of religion even if that burden results from a rule of

general applicability, except when there is a compelling governmental interest.

Moreover, there are many state laws which contain similar provisions protecting religious rights. Several cases, such as E.E.O.C. vs. Rollins, Inc., 1974, and E.E.O.C. Dec. No. 71-2620, 1971, established equal rights and equal protection under the law for people of faith, including Muslim men and women. In the private sector, a growing number of corporations are modifying their rules and procedures to show sensitivity to the increasing number of Muslim employees and customers.

Although religious practices have similar elements in various religions, the details of time and procedure which define what is proper religious practice may differ from one religion to another. The goal of this booklet is to identify scheduling and procedural requirements to ensure the free practice of religion by members of the American Muslim community.

The information contained in this guide outlines general Islamic beliefs. Individual application of these beliefs may vary.

Daily Prayer Islam urges “God consciousness” in an individual’s life. To that end, Islam prescribes that believers perform prayer five times each day.

1. Morning prayer may be offered from break-of-dawn until just before sunrise.

2. Noon prayer may be offered from just after midday until afternoon.

3. Afternoon prayer may be offered from late afternoon until just before sunset.

4. Sunset prayer may be offered from sunset until darkness.

5. Night prayer may be offered throughout the night hours.

© Copyright 1997 Council on American Islamic Relations (CAIR)

Friday Congregational Prayer Washing Friday is the day for congregational worship, called Jum’ah. The prayer lasts a total of 45 to 90 minutes. It takes place at a mosque during the noontime prayer and includes an address or sermon.

Before prayer, Muslims are required to wash their face, hands and feet with clean water.

This washing is normally performed in a restroom sink or other facility that has running water. A Muslim employee should be able to

complete Friday prayers during a slightly extended lunch break. Any work missed may be made up by either staying later or coming in earlier, or through whatever arrangements are mutually satisfactory.

Prayer Space

During the act of worship, Muslims stand, bow and touch the forehead to the ground. Worship may be performed in any quiet, dry, clean place. During the prayers, the worshiper will face toward Mecca (generally northeast in America). Total privacy is not required. However, other workers should not walk in front of or interrupt the worshiper during the prayer.

Fasting Calendar Islamic holy days and festivals follow the lunar calendar. Like the solar calendar, the lunar calendar has twelve months. However, a lunar month, which is marked by the appearance of a new crescent in the horizon, may last only 29 days. A lunar year is about eleven days earlier each year.

During prayer time, the Muslim is fully engaged. He or she may not respond to a ringing telephone or conversation. Fellow employees should not take offense if the worshipper does not answer their call during the prayer. However, in case of emergency, the Muslim will respond to an announcement by stopping the prayer immediately.

The month of Ramadan, the ninth month of the Islamic lunar calendar, is the period in which Muslims are required to fast. Observing Ramadan means refraining from eating, drinking and smoking from break-of-dawn to sunset.

Time and Scheduling Considerations The time it takes to perform the washing and the prayer is usually about 15 minutes. This enables the Muslim employee to pray during break times or at lunch/dinner breaks.

Ramadan is a period of personal restraint and renewed focus on moral conduct. It is also a time to empathize with those who are less fortunate and to appreciate what one has. Employees working regular day hours

may schedule their breaks to fit noon and afternoon prayer – depending on location – between noon and 5 p.m.

Fasting does not mean that Muslims cease to work. An employee observing the fast will not be able to eat during typical lunch times, but will need to eat after sundown. Mutually convenient adjustments should be made. For example, a work shift could be shortened by the length of the lunch break if the lunch break is not taken.

Retail employment shifts from 10 a.m. to 6 p.m. (or 11 a.m. to 8 p.m.) imply that Muslim store employees may need to perform noon, afternoon and sunset prayers in the workplace in some states, especially during winter.

Travel • Night shift workers may need to pray night and morning prayers on site. Islam provides relief for many of the

burdens of travelers. A traveler is exempt from fasting during the month of Ramadan, and a traveler’s prayers may be shortened and combined during the trip.

• Muslim employees can pray in their offices and work sites, or in any other space (excluding bathrooms) as long as the surroundings are quiet, dry and clean.

Clothing Islam prescribes that both men and women behave and dress modestly. Muslims believe men and women should be valued and judged by their intelligence, skills and contributions to the community, not by their physical attributes. There are a number of ways in which Muslim men and women express such teachings.

Pilgrimage Pilgrimage plays a significant role in many faiths. In Islam, it is one of the five “pillars,” or basic obligations, of the religion. Muslim adults are required to go on a pilgrimage to the city of Mecca at least once in their lifetime. Pilgrimage lasts for about a week in the beginning of the twelfth month of the lunar calendar. Men’s Skullcaps

Men are always to be covered from the navel to the knee. Also, some Muslim men wear a small head covering, called a Kufi.

Muslim employees may choose to make pilgrimage using vacation days.

Beards Muslim Holidays Many devout Muslim men wear beards. Cleanliness and proper appearance are required by Islamic teachings.

There are several days on the Islamic calendar with special religious significance. Eid (Festival) is celebrated by Muslims twice a year. The first Eid is celebrated on the days after the end of the month of Ramadan. The Second Eid is celebrated beginning on the tenth day of the twelfth Islamic month. The festivals include congregational prayers, family visitations and the exchange of gifts.

Should there be safety and health considerations, employers may require employees with beards to use proper covering such as hairnets or masks. Women’s Dress When in public, Muslim women wear loose-fitting, non-revealing clothing known as Hijab, or Khimar. This religiously-mandatory attire, which may vary in style, usually includes covering the hair, neck and body, except for the face and hands.

Celebrating Eid requires that Muslims take one day off twice every year. There should be no undue penalty for this religious obligation. Dietary Requirements

Companies may ask that clothing be clean and neat. Businesses with designated uniforms may request that the Muslim worker’s attire adhere to certain requirements of fabric, color and style that are consistent with corporate image.

The Quran, Islam’s revealed text, prohibits the consumption of alcohol, pork, and pork by-products. Practicing Muslims are careful about the food they consume and about how it is prepared. Many practicing Muslims follow certain standards – called Halal (permissible) – of slaughter and preparation of meat and poultry.

Employers may wish to modify dress code policies so that religiously-mandated attire is addressed as a diversity issue. For example, many corporations have a policy forbidding the wearing of “hats.” This rule may be amended to exempt items such as headscarves and skull-caps.

Airline companies and other parties that serve food to Muslims may order these special items (mainly meats) from certified Halal food providers. If this is not possible, employees should be given choices that meet Muslim dietary requirements (such as vegetables, eggs, milk, and fish).

Other Consideration Shaking Hands Some Muslims will be reluctant to shake the hand of an unrelated person of the opposite sex. This should not be taken as an insult, but as a sign of personal modesty. Eye Contact The Quran teaches Muslims men and women to “lower their gaze” when communicating with unrelated persons of the opposite sex. Observing this teaching, many Muslims avoid sustained eye contact. This should not be taken as an indication of an unwillingness to communicate. Social/Work Events Many Muslims are reluctant to take part in social gatherings celebrating religious holidays of other faiths or where alcohol is served. These employees should not be penalized for not attending such functions and such events should not be mixed with business. A Muslim employee should not be asked to serve or sell alcoholic beverages.

Topic Area: Muslim Practices in the Work Place Discussion Leader: Ra’id Faraj Director of Public Relations with the Council on American-Islamic Relations Sessions: first and second Note-Taker Name: Elisa Makunga Stated Objectives: To present best practices for Employers with Muslim Employees Presentation Notes:

• Understanding U.S. legal protection of religious rights—Both the first amendment and the 1964 civil rights act provide legal protection of religious rights, those extend to Muslims as well.

• Employers should be aware of what religious practices Muslims engage in to be able to accommodate their employees…not all Muslims are the same there is diversity within the Muslim community, however some basic understanding helps

• The practices—Daily prayer (5X) some employers provide a space where Muslims can pray—Friday congregational prayer, some employees may need to shift hours to be able to attend Friday prayer—fasting during Ramadan, if you are having a social where there is food, important to keep in mind—Pilgrimage, Muslims are required to make a pilgrimage at least once in a life time—Muslim holidays, employees may ask for time off—some Muslims observe dietary restrictions, halal foods and no pork, no alcohol—clothing, more traditional Muslims wear the jhijab(?) and modest dress—Social Interaction, some Muslims don’t shake hands with members of the opposite sex

• It is important to understand practices so that they don’t become misinterpreted as Muslims self isolating—it is also important for employers to understand how to accommodate their employees who are Muslim for it increases employee satisfaction and productivity

• 9/11 has impacted American Muslim employees—there has been an increase in complaints of discrimination—Some Muslims feel that they have to hide their faith

• This mistreatment/misperception of Muslims in America has had an impact on the success of American merchandise selling in Muslim countries, according to media sources sales are down

Discussion Notes (Session 1): Most of the discussion centered on the themes of:

• How do you deal with the perception that Muslim employees are being given preferential treatment if you for example have a prayer room? We are a secular organization.

• Response: Most Muslims are asking for the same kind of treatment you would extend to Christians and Jews, not some thing special—religious observance are given time off regularly. It is about equity.

• The solution here is education-education-education---the more we understand about our cultural differences, the better we become at dealing with our differences

Discussion Notes (Session 2): Most of the discussion centered on:

• Giving examples of best practices, rep. Form Oracle talked about how they worked very hard to accommodate their Muslim employees, it is part of the Company philosophy, they have a prayer room, and diversity folks working on events all the time. There is a lot of tension online, meaning in chat rooms between their employees, Muslims and Hindus etc.. and that is not always easy to deal with.

• How do you become an ally for the Muslim community? • Responses given: By helping to educate people, and dispelling myths and

stereotypes about Muslims. By contacting agencies such as CAIR to come and speak on related issues.

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Organizing Affinity Groups

Tools for SuccessPost September 11th

Diversity Best Practices WorkshopAugust 27, 2002

Ed Robinson

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What is an Affinity Group?

A group of people who share a common interest, background, or goal.

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Why an Affinity Group?

Affinity or network groups can provide social resources for employees by bringing people together and creating contacts, thereby increasing members’ access to information and advice. It also increases a person’s chance of finding a mentor.

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Affinity Group Goals and Objectives

Serve as an information and networking group for interested employeesServe as a resource in providing assistance on business and diversity issues in the workplacePromote your business/company as an employer and community partner of choice

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Suggested Requirements for Starting an Affinity Group

Interested parties should put in writing and be prepared to discuss:Is there an interest in forming such a groupThe business case for starting an affinity groupThe description and background of the groupThe goals and objectives of the groupThe group’s mission statementThe structure of the groupThe benefits to be realized by your business/company

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Should there be a Minimum Requirement for Membership?

No. There should not be any minimum or maximum membership requirements. However, all groups should open their memberships to all employees.

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How Does an Affinity Group Attract New Members?

There are many ways, including, but not limited to the following:Encourage members to recruit others by getting the word outHost informal meetings – open to all employeesProvide leadership training ( e.g., interviewing, resume writing, networking etc.)Ask for employees to participate at company-sponsored activities

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Affinity Groups at SCEEdison Chinese ConnectionFilBarkadaLatino Employees Association for Development (LEAD)LighthouseNetworkersRoundtableVietnamese Affiliation Currently in discussion for an 8th group

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SCE Diversity Philosophy

We are all unique. We recognize and respect all of the ways in which we differ. We value and build on these differences for the benefit of the business, customers, community, and employees.

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Diversity Strategy

Employee DevelopmentRecruitment and RetentionCommunity PartnershipWork EnvironmentCommunication and Education

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Role of Affinity Groups in Supporting Diversity at SCE

Focus group for corporate diversity strategyCalifornia power crisis California Alternate Rates for Energy (CARE) programDiversity video and brochuresSpokespersonsLanguage translatorsCommunity concerns/issues

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Other Suggested Roles for Affinity Groups

Strategic business/company updatesCultural dialoguesFinancial literacy – budgetingConflict resolutionAnger managementNegotiation trainingRobert’s Rules of Order

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Disclaimer

Always reserve the right to exercise your business/company authority, which may include withholding support for certain events, if, in your opinion, the event will cause harm to your business/company, employees, or your customers.

Moreover, you do not necessarily endorse all positions taken by your affinity groups.

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Questions ???

Topic Area: Organizing Affinity Groups Discussion Leader: Ed Robinson/Shirley Harbeson Session: First & Second # of Participants: 10 Note-Taker Name: Shirley Harbeson Stated Objectives: 1) To assist those starting affinity groups with lessons

learned and strong building blocks 2) To share best practices where groups are already in place

Presentation Notes: Please refer to Power-point presentation Discussion Notes: Management Concerns – how to help them:

Meet with the groups’ officers. Communicate regularly so

they understand the company’s needs and requirements. Include groups and group leaders in company strategies

Use the affinity groups as a resource for spreading the word

on company initiatives. Business Case – We may need to help them articulate and understand their role. Establish criteria – what is an affinity group versus a recreation club. (Ex: anything that supports EEO/AA, and supports employhees feeling valued.) If money is available, there should be a criteria for requesting/providing money. Don’t “control;” provide “guidance” or “paramaters” Link Groups – meet with leaders on a regular basis for idea-sharing How to deal with concept of melting pot and blending versus celebration and leveraging of uniqueness Opposite to the paradigm of color blindness. Part of ethnocentrism; healthy for us to be different

Ppt presentation, page 10 – Each group must be able to embrace the Diversity Strategy shown on this page. Ways to support affinity groups: By recognizing them, allowing time to meet, and providing financial support. Some meet on-line, in person, and via websites.

Any Unanswered questions?

1st group – How do you deal with friction from supporting one request and not supporting another. 2nd group had many questions regarding how to organize affinity groups in a public sector environment. Various regulations that apply to them may have a bearing. Several questions related to this that we did not have time to discuss or explore further.

Note-Taker Comments

Other than unanswered questions above, the comments were basically the same for both groups, so notes were combined.

Group 1 attendees: Tippi Hall Manager Workforce Diversity Boeing Co. Rodney Friend Diversity Affairs Director Nordstrom Julia Keh Coordinator, Veterans with Specific Needs LA County Registrar of Voters Carla Strandberg Consultant-Mode Rep of LB Chamber Stephanie Graham Consultant-Equity&Student Achievement LA County Office of Ed. Jane Robertson Marcia Haight President Haight Consulting Tami Sato Dir., Financial Aid/WASFAA EDAC Chair So. Cal College of Optometry Sandy Mendoza Dir., Special Projects United Way of Greater LA Frank Uribe Dir., Govt. & Ext. Affairs Verizon Group 2 attendees: Gary O’Gorman HR Director City of Beverly Hills magorman@ci.beverly-hills.ca.us Karen McPhee Senior VP/HR Countrywide 818-225-3618 Lee Walton UCLA/Staff Aff.Acct. Office

310-825-6891 walton@saa.ucla.edu Claudia Lujan EO Manager Co.of Santa Barbara

805-568-3423 Clujan@co.santa-barbara.ca Eleanor Wright LA County RR/CC

562-462-2990 ewright@rrcc.co.la.ca.us Larry Whitley Dir., Communications & Community Relations Boeing Ingtegrated Defense Systems

Long Beach 562-496-5195 larry.whitley@boeing.com

American Muslims and Arabs in the Workplace

By the Muslim Public Affairs Council August 27, 2002 While media stereotypes of American Muslims and Arabs have worsened since 9/11, the level of understanding and sensitivity demonstrated by the American people has improved. Islam is one of the Abrahamic faiths, a monotheistic religion rooted in a common history with Judaism and Christianity. Islam also teaches its followers, Muslims, to respect people of non-monotheistic faiths because “God has bestowed dignity on the children of Adam.” Therefore, Muslims are required by Islam to defend the human rights of all people regardless of their faith and regardless of their belief in the One God (Allah in Arabic). What 9/11 exposed, however, is the division of the Muslim extremist groups from the moderate Muslim communities throughout the world. Osama bin Laden represents a small but dangerous type of terrorism in the world. He exploited the legitimate grievances of the Muslim masses to justify violence against civilian targets. The mainstream of American Muslims does not agree with his ideology and do not consider him a legitimate religious leader. American Muslims before 9/11 criticized the Taliban government that hosted bin Laden, but the media did not report these sentiments of the community. It is important for fellow Americans to understand that American Muslims are in partnership with the country to protect the nation because of the need to make America home for their future generations. It is also important to note that various special interest groups have exploited the pain and suffering of 9/11 to promote the theory of clash of civilizations, namely a cultural war between Islam and the “Judeo-Christian West.” While President Bush and other public officials have admonished the country against such thinking, others are using the opportunity to make an industry of fear and hysteria. Muslim charities, schools and mosques have been under scrutiny since 9/11. Some have been practically shut down by the government out of concern that either the finances or the activity of these institutions are tied with militant movements. The US government has not presented any evidence that links these groups with Osama bin Laden. The federal authorities have detained hundreds of American Muslims and Arabs as well. To date, however, the government has issued no indictments against these individuals. The vilification of the common American Muslim and Arab has increased the potential for tensions within the workplace. There is a perception within the community that discrimination in universities and corporate America is on the rise. On the other hand, the American Arab and Muslim community represent collective income of over $100 billion annually even though they are a fraction of the total population. Tools can be provided to create synergy between this community and their fellow Americans while promoting principles of human relations.

The following are 10 ways to address that perception:

1. Seek expert assistance on sensitivity training for Arab and Muslim employees and customers.

2. Understand the distinction between cultural biases of Muslims based on traditions from various regions of the world and the Islamic principles established by the religion.

3. Needs for prayer rooms, exemption from work to attend Friday services, and religious holidays are commonly viewed as similar accommodations for Jewish employees.

4. Establish regular external communication with American Muslim and Arab communities.

5. Arabs and Muslims are not the same and they do not represent monolithic groups. Arab Jews and Arab Christians may share some cultural practices with Muslims.

6. Counterterrorism forums or discussions should include the American Muslim and Arab perspectives to demonstrate a united front in the post-9/11 era.

7. The headscarf for Muslim women and beards for Muslim men do not necessarily reflect a level of orthodox behavior.

8. American Muslims and Arabs do celebrate American national holidays and are sensitive to the “them vs. us” mentality.

9. Ramadan is a special month for Muslims because they fast during the daylight hours from food and liquids. The end of Ramadan is a major celebration (Eid ul-Fitr) and around 70 days later, the celebration occurs for those who perform pilgrimage to Mecca (Eid ul-Udha).

10. Be aware of political currents aimed at creating a cultural war in America.

FACT SHEET ON ISLAM prepared by the Muslim Public Affairs Council

Definitions Allah - Arabic word for God; equivalent of Elohim in Latin or Dios in Spanish; ‘Allah’ is used by Arab Christians and Muslims. Islam - “submission to the will of God”; the name of the monotheistic religion that Muslims follow, based on the belief that “there is only one God and Muhammad is His messenger”; one of three Abrahamic faiths, in addition to Judaism and Christianity. Jihad - striving for justice; a legitimate struggle against aggression; applies to one’s self and society. Muhammad - the last prophet and messenger sent by God to humanity; related to Abraham, Jesus and Moses; delivered the Quran through divine revelation. Muslim - one who follows Islam, analogous to a Christian following Christianity or a Jew following Judaism; Muslim do not like to be called “Mohammaden”. Quran - the book revealed to Muhammad; affirms and completes previous messages from God, i.e., the Torah by Moses, the Psalms by David, and the Gospel by Jesus. Terms: Sharia - the constitutional principles mandated by the Quran and authenticated teachings of Prophet Muhammad. Five goals of Sharia - to preserve: 1) life 2) freedom of faith 3) right to ownership, property 4) family, right of lineage 5) freedom of thought Fiqh - Islamic law based on interpretation of Sharia. Fatwa - a legal recommendation on interpretation of Sharia (responsa). Fundamentalism - a 19th century Protestant movement believing that all statements in the Bible are to be taken literally; the term is unfounded in the Arabic language and Islamic literature.

Selected Quranic Verses on: Freedom of Religion There shall be no coercion on matters of faith (2:256) And had thy Sustainer so willed, all those who live on earth would surely have attained to faith, all of them: do you then think that you could compel people to believe. (10:99-100) Verily, those who have attained to faith [in this divine write], as well as those who follow the Jewish faith, and the Christians, and the Sabians -- all who believe in God and the Last Day, and do righteous deeds, shall have their reward with their Sustainer; and no fear need they have, and neither shall they grieve. (2:62) Human Dignity: We have bestowed dignity on the Children of Adam. (17:70) Justice: O you who have attained to faith! Be ever steadfast in upholding justice, bearing witness to the truth for the sake of God, even though it be against your own selves or your parents and kinsfolk. Whether the person concerned be rich or poor, God’s claim takes precedence over [the claims of either of them. Do not, then, follow your own desires, lest you swerve from justice: for if you distort [the truth], behold, God is indeed aware of all that you do! (4:135) O you who have attained to faith! Be ever steadfast in your devotion to God, bearing witness to the truth in all equity; and never let hatred of anyone lead you into the sin of deviating from justice. Be just: this is the closest to being God-conscious. And remain conscious of God: verily, God is aware of all that you do. (5:8) Verily, God has enjoined justice, the doing of good, and the giving of gifts to your relatives; and forbidden indecency, impropriety an oppression. (16:90) Equality of Men and Women: Verily, for all men and women who have surrendered themselves unto God, and all believing men and believing women, and all truly devout men and truly devout women, and all men and women who are true to their word, and all men and women who are patient in adversity, and all men and women who humble themselves [before God], and all men and women who give in charity, and all self-denying men and self-denying women, and all men and women who are mindful of their chastity, and all men an women who remember God unceasingly: for [all of] them has God readied forgiveness of sins and a mighty reward. (33:35)

Followers of Abraham Say: “We believe in God, and in that which has been bestowed upon Abraham and Ishmael and Isaac and Jacob and their descendants, and that which has been vouchsafed to Moses and Jesus, and that which we made no distinction between any of them. And it is unto Him that we surrender ourselves.” (2:136) Virgin Mary An lo! The angels said: “O Mary! Behold, God has elected thee and made thee pure, and raised thee above all the women of the world.” (3:42) Moderation Thus have we willed you to be a community justly balanced. (2:143) Relations with Non-Muslims As for such as do not fight against you on account of your faith, and neither drive you forth from you homelands, God does not forbid you to show them kindness and to behave towards them full of equity: for verily, God loves thee who act equitably. (60:8)