Come talk to Jamie or Kathy if
Download
1 / 32

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


  • 137 Views
  • Uploaded on

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.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Come talk to Jamie or Kathy if you would like us to email you an 18 point font version of the' - edita


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

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

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


Session outcomes
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


Building our learning community
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?


A multicultural organization inclusive organization jackson hardiman and holvino
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


Building our learning community1
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?


Creating inclusive socially just organizations

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


Multicultural Organizational Development

Theory and Practice

Dr. Bailey Jackson

Dr. Rita Hardiman

Dr. Evangelina Holvino


Mcod goals
MCOD Goals*

Both recognize, value and maximize the benefits of social diversity AND

Eliminate social injustices

MCOD = Social Diversity + Social Justice

* Jackson & Hardiman (1994)


Mcod development stage model
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


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


  • Stage 1 in. Status quo culture: The Exclusionary Organization

    • No way!

  • Stage 2: The Club

    • Our way or the highway!

  • Stage 3: The Compliance Organization

    • The letter of the law!


  • Stage 4 in. Status quo culture: 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!


Stage 1 the exclusionary organization no way
Stage 1 in. Status quo culture: 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


What you would see happening
WHAT YOU WOULD SEE HAPPENING? in. Status quo culture

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.


Mcod development stage model1
MCOD Development Stage Model in. Status quo culture

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


Stage 2 the club our way or the highway
Stage 2 in. Status quo culture: “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


Stage 3 the compliance organization the letter of the law
Stage 3 in. Status quo culture: 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...


Stage 4 the affirming organization we welcome diverse candidates
Stage 4 in. Status quo culture: 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


Stage 5 redefining organization inclusion is central to our success and daily practices
Stage 5 in. Status quo culture: 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


Indicators of an inclusive organization
Indicators of an Inclusive Organization in. Status quo culture

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…


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


Steps to strategic organizational change pg 11
Steps to Strategic Organizational in. Status quo cultureChange, 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


Identifying possible next steps pgs 12 18
Identifying in. Status quo culturePossible 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.


Action planning moving beyond the illusion of inclusion
ACTION PLANNING: in. Status quo cultureMoving 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


Multicultural competencies
Multicultural Competencies in. Status quo culture

  • 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.


Diverse community foundations
Diverse Community Foundations in. Status quo culture

  • 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


Never Doubt in. Status quo culture

that a small group of thoughtful, committed people can change the world.

Indeed, it’s the only thing that ever has.

-Margaret Mead


in. Status quo cultureWe are the leaders we

have been waiting for.”

June Jordan



ad