Individual Competencies for Managing Diversity in the Workplace

1. Individual Competencies for Managing Diversity in the Workplace Part 3

2. Learning Objectives • What are the developmental stages of “Cultural Competency”? • What are the stages of Conflict Escalation & what are the managerial options for addressing conflict? • How is Cultural Competency applied in management and supervision? • How does Cultural Competency address stereotyping?

3. Cultural Competence is defined from a Systems Perspective • It is responsive to diversity at all levels of an organization and stakeholder groups: i.e., policy, governance, administrative, workforce, suppliers, and consumer/client. • Cultural competence is developmental, community focused. • Competency to Manage Culture and Diversity includes values, beliefs, and lifestyle behaviors that influence workplace behaviors, workplace policies, professional and systems competencies. • Competence to Manage Culture and Diversity applies skills that lead others to function effectively and provide quality services to diverse populations.

4. Escalation of Differences into Conflict Conflict / War Hostility Anger Open Disagreement Frustration Heightened Tension Irritation Annoyance Awareness of Differences (Parker, p. 80)

5. CONFLICT MANAGEMENT STYLES When parties are faced with a conflict, they may respond by: PASSIVE APPROACH • Avoidance (Inaction and Withdrawal) • Accommodation (Yielding) ACTIVE APPROACH • Competition (Win-Lose) • Collaboration (Problem-Solve)

6. Comparing Collaborative and Competitive Strategies Factor Collaborative Competitive Goal Mutual Gain Self Benefit Resource View Expandable Fixed-Pie Relationship Valued Unimportant View of Other Partner Adversary Communication Open Controlled Trust High Limited Power Shared Coveted

7. Inter-Cultural Competence is a Developmental Process. (Bennett & Bennett in Allard p.10) Action Understanding 6) Integration, Proficiency 5) Adaptation, Competency 4) Acceptance, Pre–competence 3) Minimization 2) Defensiveness 1) Denial & Destructiveness Awareness Inter-Cultural Competence Continuum

8. Diversity Competency Model COMPETENCY Phase 1 Awareness Phase 2 Understanding Phase 3 Action Steps ~ ~ FEEDBACK ~ ~ Consequences of Action Brings New Awareness Cox, Taylor, & Beale, R.L. Developing Competency to Manage Diversity. San Francisco, Berrett-Koehler, 1997.

9. Diversity Competency Model Phase 1 Awareness MOTIVATION to CHANGE Recognition that diversity has effects on behavior and group outcomes. Phase 2 Understanding KNOWLEDGE of TYPE of CHANGE Acquiring a deeper cognitive grasp of how & why diversity affects performance Phase 3 Action Steps CHANGING BEHAVIOR Leading effort to alter behavior & performance in workgroup FEEDBACK REFLECTING ON RESULTS Consequences of action brings new awareness.

10. value diversity be conscious of the"dynamics" when cultures interact institutionalize cultural knowledge adapt new actions reflecting an understanding of diversity between and within cultures. Diversity Skills for Managers One is “Competent” at Managing Diversity if (s)he is able to. Awareness Action Understanding • identify organizational barriers that reduce individual equity and productivity. • identify exclusionary factors that inhibit group productivity & performance. Feedback • demonstrate cultural self–assessment

11. Applying the Diversity Competency Model Phase 1 Awareness Phase 2 Understanding Phase 3 Action Steps Work, Tasks & Responsibilities Feedback Communication COMPETENCY Performance Evaluation & Feedback Employee Development Conflict Resolution Team Decision-Making Selection & Promotion Delegation & Empowerment

12. Example 1 Perception & Stereotyping(Awareness – Pre-Competency Stage) • Stereotyping is a mental process in which the individual is viewed as a member of a group; the information we ascribe to the group is also ascribed to the individual. • In developing an awareness of differences, there is a danger of reinforcing stereotyping.

13. Frequently based on false assumptions, anecdotal evidence or impressions without direct experience with a group. Assumes that group characteristics apply to every member. Ascribes negative valence to traits of the group. Is based on cultural differences verified by empirical research on actual intergroup differences. Based on concept of “greater probability” Ascribes neutral or positive valence to traits of the group Difference between Stereotyping and Valuing Diversity(Understanding - Competency Stage) Stereotyping Valuing Diversity

14. 5 Principles of Diversimilarity(Understanding - Competency Stage) • Creativity and Adversity in Diversity • Conformity and Compatibility in Similarity • Diversity within Diversity • Similarity across Diversity • Managing Diversity by Managing Diversimilarity Ofori-Dankwa & Julian, p.85-6.

15. Example 1 Steps to Reduce Stereotyping(Action – Proficiency Stage) • Self-reflection; examine one’s assumptions • Formal education and training • Seek/check information from members of other identity group to distinguish real intergroup differences from folklore and myths • Request feedback from others about one’s use of stereotypes • Challenge other people’s assumptions and statements that involve generalizations.

16. Modes of Acculturation(Action – Proficiency Stage) • Assimilation • Dominant Culture becomes the standard of behavior for other cultures. • Everyone conforms to Dominant norms/values. • Separation • Minority Culture unwilling/ unable to adapt to Dominant; • Seeks cultural & physical autonomy. • De-culturation • Dominant & Minority Culture not highly valued by members • Neither is influential in framing minority behavior. • Pluralism • Integration: a two-way process. • Both Cultures change to some degree and reflect the norms and values of the other. Cox, Taylor, & Beale, R.L. Developing Competency to Manage Diversity. San Francisco, Berrett-Koehler, 1997, pp. 204-207.