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Come talk to Jamie or Kathy if you would like us to email you an 18 point font version of the

Come talk to Jamie or Kathy if you would like us to email you an 18 point font version of the handout and/or the PowerPoint to use in this session. . Creating Social Justice in Organizations: Dismantling Institutional Classism and Racism. Rev. Jamie Washington, Ph.D.

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  1. Come talk to Jamie or Kathy if you would like us to email you an 18 point font version of the handout and/or the PowerPoint to use in this session.

  2. Creating Social Justice in Organizations: Dismantling Institutional Classism and Racism Rev. Jamie Washington, Ph.D. Social Justice Training Institute Kathy Obear, Ed. D. Social Justice Training Institute

  3. Session Outcomes Assess (begin to) your department, overall organization…. Review a model to achieve social justice and social diversity (Jackson & Hardiman; Jackson & Holvino) Share best practices and lessons learned Consider your next steps

  4. Building our Learning Community • Go greet 5 people, and sit down with someone you don’t know well. • AND introduce yourselfAND • What’s a source of your PASSION, COMMITMENT to create inclusive, socially justice communities?

  5. A Multicultural Organization (Inclusive Organization)Jackson, Hardiman, and Holvino 1. Clear commitment to creating an inclusive organization 2. Seeks, develops, and values the contributions and talents of all members 3. Includes all members as active participants in decisions that shape the organization 4. Employees reflect diverse social and cultural groups throughout all levels of the organization; and demonstrate the multicultural competencies to serve the increasingly diverse student populations 5. Acts on its commitment to eliminate all forms of exclusion/discrimination within the organization, including racism, sexism, heterosexism, ageism, classism, ableism, religious oppression, etc. 6. Follows through on broader social and environmental responsibilities

  6. Building our Learning Community • Describe the CURRENT STATE of your organization with respect to creating an inclusive, socially just environment for all: *Scale of 0-10 • What’s your evidence?

  7. Develop and Support Privileged Group Members Individual Awareness and Skill Building: Staff, Managers, Leaders Develop and Support Marginalized Group Members Systemic Assessment and Organizational Change: Policies, Procedures, Programs, Norms, Unwritten Rules… Creating Inclusive, Socially Just Organizations Recruitment and Access Retention Success Reputation

  8. Multicultural Organizational Development Theory and Practice Dr. Bailey Jackson Dr. Rita Hardiman Dr. Evangelina Holvino

  9. MCOD Goals* Both recognize, value and maximize the benefits of social diversity AND Eliminate social injustices MCOD = Social Diversity + Social Justice * Jackson & Hardiman (1994)

  10. MCOD Development Stage Model Stage 1: The Exclusionary Organization Stage 2: The Club Stage 3: The Compliance Organization Stage 4: The Affirming Organization Stage 5: The Redefining Organization Stage 6: The Multicultural (Inclusive) Organization

  11. Marginalized group members encouraged, but expected to fit in. Status quo culture Blatant exclusion or token presence of marginalized group members Culture, climate & system experience fundamental, sustainable change Exclusionary Club Compliance Affirming Redefining Multicultural/ Inclusive Jackson/Hardiman MCOD Continuum* • Monocultural Non-Discrimination Multicultural *Jackson 2005

  12. Stage 1: The Exclusionary Organization • No way! • Stage 2: The Club • Our way or the highway! • Stage 3: The Compliance Organization • The letter of the law!

  13. Stage 4: The Affirming Organization • We welcome “diverse candidates.” • Stage 5: The Redefining Organization • Inclusion is central to our success and daily practices! • Stage 6: The Multicultural (Inclusive) Organization • We live inclusion values and practices every moment!

  14. Stage 1: The Exclusionary Organization ~ NO WAY! Openly maintains the privileged group’s power and privilege Deliberately restricts membership Intentionally designed to maintain dominance of one group over others Overt discriminatory, exclusionary, and harassing actions go unaddressed Unsafe and dangerous environment for marginalized group members Monocultural organization

  15. WHAT YOU WOULD SEE HAPPENING? 1. Demographics and degree of multicultural competence of leaders, managers, and employees 2. Overall culture of the organization: morale, conflict/tension, written and unwritten rules, etc. 3. Common patterns of behaviors, attitudes, and feelings of members of dominant and subordinated groups? 4. Common practices/results/impact: decision-making, communication, recruitment, retention, professional development, supervision, programs, services, etc.

  16. MCOD Development Stage Model Identify 3+ examples of your assigned Stage How is this Stage different from the one before, and the one following? Stage 2: The Club Stage 3: The Compliance Organization Stage 4: The Affirming Organization

  17. Stage 2: “The Club” ~ Our way or the highway! Maintains privilege of those who have traditionally held power and influence Monocultural norms, policies, and procedures of dominant culture viewed as the only "right" way: "business as usual" Dominant culture institutionalized in policies, procedures, services, etc. Limited number of "token" members from other social identity groups allowed in IF they have the “right” credentials, attitudes, behaviors, etc. Engages issues of diversity and social justice only on club member’s terms and within their comfort zone

  18. Stage 3: The Compliance Organization ~ The letter of the law! Committed to removing some of the discrimination inherent in the Club organization Provides some access to some members of previously excluded groups No change in organizational culture, mission, or structure Focus: Do not make waves, or offend/challenge dominant group members Efforts to change profile of workforce (at bottom of organization) Token placements in staff positions: Must be “team players” and “qualified” * Must assimilate into organizational culture * Must not challenge the system or "rock the boat" * Must not raise issues of sexism, racism, classism, ableism, heterosexism, religious oppression, ageism...

  19. Stage 4: The Affirming Organization ~ We welcome “diverse candidates”. Committed to eliminating discriminatory practices and inherent advantages Actively recruits and promotes members of groups that have been historically denied access and opportunity Provides support and career development opportunities to increase success and mobility Employees encouraged to be non-oppressive ~ awareness trainings Employees must assimilate to organizational culture

  20. Stage 5: Redefining OrganizationInclusion is central to our success and daily practices! • In transition • Working to create environment that “values and capitalizes on diversity” • Working to ensure full inclusion of multicultural workforce to enhance growth and success of organization • Begins to question limitations of organizational culture: mission, policies, structures, operations, services, management practices, climate, etc. • Actively works towards developing a multicultural organization • Committed to redesigning and implementing policies and practices to redistribute power, and ensure the inclusion, participation, and empowerment of all members

  21. Indicators of an Inclusive Organization Individually, review and note on pgs. 5-10 (√) What is already in place in your department/unit? (*) What Indicators would be easy to implement? Review several: A: Leadership or C: Supervision B: Planning and Decision-making D: Recruitment/Hiring E-I ~ 1-2 more…

  22. Marginalized group members encouraged, but expected to fit in. Status quo culture Blatant exclusion or token presence of marginalized group members Culture, climate & system experience fundamental, sustainable change Exclusionary Club Compliance Affirming Redefining Multicultural/ Inclusive Jackson/Hardiman MCOD Continuum* • Monocultural Non-Discrimination Multicultural *Jackson 2005

  23. Steps to Strategic Organizational Change, pg 11 1. Gain leadership commitment and support (Leadership ownership) 2. Form an Inclusion Change Team 3. Clarify the vision and end state of an inclusive, socially just organization (System readiness) 4. Conduct a Comprehensive Cultural Audit to assess the current dynamics and organizational readiness for systems change * Develop a deep understanding of the dynamics of dominant and subordinated groups in the organization and in the community * “Map out” and assess the current dynamics, climate, and structures 5. Identify the “Promising Practices” used by other organizations (Benchmarking) 6. Top leaders and Inclusion Change Team analyze data from Cultural Audit and develop Strategic Plan 7. Implement strategic activities 8. Evaluate progress and revise Strategic Plan and activities as needed

  24. Identifying Possible Next Steps, pgs. 12-18 Directions: Start at the MCOD Stage you have chosen that best reflects the current state of your organization. Review the Strategic Actions and use the following symbols: Already in place (check-off √) In the planning stages (star *) Next steps (dash -) s *Then review the Stages before and after using the same symbols.

  25. ACTION PLANNING:Moving Beyond the Illusion of Inclusion Identify 3-5 next steps for your organization Which might you implement: 1. this summer 2. next fall 3. longer term projects

  26. Multicultural Competencies • Individually reviewpgs. 19-23 • Check-off which competencies are an explicit part of your organization’s hiring, training/development, and accountability processes. • Star (*) any additional competenciesyou believe are necessary for staff in your unit to possess/demonstrate.

  27. Diverse Community Foundations • Communities are built through building relationships of trust and commitment. • We all are doing the best we can (most of the time). • We don’t know all there is to know. • Just because you are, doesn’t mean you understand. • Oppression is pervasive and impacts us all. • Not our faults, but we must accept responsibility. • Conflict and discomfort are often part of growth. • Seek first, understand, then to be understood. • Practice some forgiveness and letting go. • Self-work, healing and self love are necessary for acceptance of others. • Acknowledge, appreciate, and celebrate progress. • There are no quick fixes. • Individuals and communities do grow and change. • There is HOPE! • We’re better together; connected soul to soul

  28. Never Doubt that a small group of thoughtful, committed people can change the world. Indeed, it’s the only thing that ever has. -Margaret Mead

  29. “We are the leaders we have been waiting for.” June Jordan

  30. For a copy of the handouts or Power Point: kobear@earthlink.net

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