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Center for Public Health Practice UC Berkeley School of Public Health

Center for Public Health Practice UC Berkeley School of Public Health DIVERSITY TRAIN-THE-TRAINER AND STRATEGY SESSIION: MANAGING THE DYNAMICS OF DIFFERENCE Lee Gardenswartz, Ph.D. Anita Rowe, Ph.D. INTRODUCTIONS Name Organization A word that describes… you personally

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Center for Public Health Practice UC Berkeley School of Public Health

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  1. Center for Public Health Practice UC Berkeley School of Public Health DIVERSITY TRAIN-THE-TRAINERAND STRATEGY SESSIION: MANAGING THE DYNAMICS OF DIFFERENCE Lee Gardenswartz, Ph.D. Anita Rowe, Ph.D.

  2. INTRODUCTIONS • Name • Organization • A word that describes… • you personally • you professionally • your connection to diversity

  3. TRAIN-THE-TRAINER • OBJECTIVES • Increase Awareness and Knowledge about Diversity • Learn to use Training Activities and Tools • Gain skills in Structuring and Facilitating Impactful Sessions

  4. Expectations • Questions/Concerns

  5. DIVERSITY TRAINERCOMPETENCIES • Trainer as Tool • Belief in Core Diversity Values • Content Knowledge • Platform Skills • Facilitation Skills

  6. FunctionalLevel/Classification ManagementStatus FOUR LAYERS OF DIVERSITY Organizational Dimensions External Dimensions GeographicLocation WorkContent/Field RecreationalHabits Appearance Internal Dimensions Age Race Gender Parental Status PersonalHabits Seniority PERSONALITY Marital Status UnionAffiliation Income Ethnicity Sexual Orientation PhysicalAbility Work Experience Religion Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America! (Business One Irwin, 1991) From Diverse Teams at Work, Gardenswartz & Rowe (2nd Edition, SHRM, 2003) EducationalBackground WorkLocation Division/Department Unit/Group

  7. WHAT PEOPLE NOTICE* • Skin Color • Gender • Age • Appearance • Facial Expressions • Eye Contact • Movement • Personal Space • Touch * Elsea, Janet, The Four Minute Sell.

  8. CULTURE = SOFTWARE AWARENESS + KNOWLEDGE = CHOICES • All human beings are programmed by cultural “software” that determines our behavior and attitudes. • Once we recognize what our programming teaches us, we have the capacity to control our choices

  9. We all have the same basic needsfor dignity, survival and social contact. What is different between groups isthe way in which these needs are satisfied. – Sondra Thiederman, Ph.D.

  10. ASPECTS OF CULTURE* Sense of Self and Space Communication and Language Dress and Appearance Food and Eating Habits Time and Time Consciousness Relationships Values and Norms Beliefs and Attitudes Mental Processes/Learning Work Habits and Practices * Adapted from Managing Cultural Differences, Philip R. Harris and Robert T. Moran

  11. CROSS CULTURAL TEAM BUILDING SCALE

  12. DISCUSSION • Similarities and Differences • Helping and Hindering • Potential “hot spots” • Adaptations — you/team

  13. “We need to focus on diversity. Your goal is to hire people who all look different but think just like me.”

  14. DIVERSITY PROBLEM SOLVING • STEP I: Identify the Problem from Each Person’s Perspective • What are the underlying assumptions made by each? • How does each see the situation? • STEP II: Determine Common Ground • Where do both sides overlap? • What goals do they share? • STEP III: Find a Mutually Satisfying Solution • What adaptations is each person willing to make in order to find a satisfying alternative? • What solutions would meet the needs of both?

  15. “We are all captives of culture.” — Edward Hall, anthropologist

  16. “We see what is behind our eyes.” — Chinese proverb

  17. STEREOTYPE Comes from the process of making metal plates forprinting, and means aset image. When we apply it to people, itmeans the same thing, aninstant, or fixed pictureof a person or group of people.

  18. REALITIES ABOUT STEREOTYPES • Resistant to change • Generalization based on limited experience • Non-rational • Self-fulfilling prophecy • Two-sided coin (perpetrators/targets)

  19. STAGES OF PREJUDICE* Avoidance Discrimination Genocide Language, Violence, slurs, attack jokes * Adapted from Gordon Allport

  20. MAKING THE STRATEGIC BUSINESS CASE FOR DIVERSITY O P P O R T U N I T Y L I A B I L I T Y INTERNAL EXTERNAL Adapted from Amy Kahn and Steven Gomez, in Challenging Diversity: Taking the Next Step • Amy Kahn: www.culture-link com

  21. MISSION POSSIBLE CREATE A VISUAL DEPICTION • VISION • MOTTO What is your role in creating an inclusive organization that makes the best use of diversity for both individuals and the organization?

  22. STRUCTURING THE LEARNING ENVIRONMENT CLIMATE (Feelings?) PROCESS(How?) CONTENT(What?) RESULTS(So what?)

  23. P — Personal I — Interpersonal T — Task

  24. RESPONDING TO DIVERSITY-RELATED COMMENTS, CONCERNS AND EMOTIONS • Inquire • Show empathy • Educate • Express feelings • State needs and expectations • Avoid polarization • Silence • Avoid arguing and defending

  25. MANAGING DIVERSITY Individual attitudes and beliefs Management skills and practices Change Organizational values and policies

  26. I get my way more often now that I have more than one way.” — Art Amadon

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