Presentation on theme: "Individual Competencies for Managing Diversity in the Workplace"— Presentation transcript:
1Individual Competencies for Managing Diversity in the Workplace Part 3
2Learning ObjectivesWhat 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?
3Cultural 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.
4Escalation of Differences into Conflict Conflict / WarHostilityAngerOpen DisagreementFrustrationHeightened TensionIrritationAnnoyanceAwareness of Differences(Parker, p. 80)
5When parties are faced with a conflict, they may respond by: CONFLICT MANAGEMENT STYLESWhen parties are faced with a conflict, they may respond by:PASSIVE APPROACHAvoidance (Inaction and Withdrawal)Accommodation (Yielding)ACTIVE APPROACHCompetition (Win-Lose)Collaboration (Problem-Solve)
6Comparing Collaborative and Competitive Strategies Factor Collaborative CompetitiveGoal Mutual Gain Self BenefitResource View Expandable Fixed-PieRelationship Valued UnimportantView of Other Partner AdversaryCommunication Open ControlledTrust High LimitedPower Shared Coveted
8Diversity Competency Model Phase 1AwarenessPhase 2UnderstandingPhase 3Action Steps~ ~ FEEDBACK ~ ~Consequences of Action Brings New AwarenessCox, Taylor, & Beale, R.L. Developing Competency to Manage Diversity. San Francisco, Berrett-Koehler, 1997.
9Diversity Competency Model Phase 1AwarenessMOTIVATION to CHANGERecognition that diversity has effects on behavior and group outcomes.Phase 2UnderstandingKNOWLEDGE of TYPE of CHANGEAcquiring a deeper cognitive grasp of how & why diversity affects performancePhase 3Action StepsCHANGING BEHAVIORLeading effort to alter behavior & performance in workgroupFEEDBACKREFLECTING ON RESULTSConsequences of action brings new awareness.
10Diversity Skills for Managers One is “Competent” at Managing Diversity if (s)he is able to.AwarenessActionvalue diversitybe conscious of the"dynamics" when cultures interactinstitutionalize cultural knowledgeadapt new actions reflecting an understanding of diversity between and within cultures.Understandingidentify organizational barriers that reduce individual equity and productivity.identify exclusionary factors that inhibit group productivity & performance.Feedbackdemonstrate cultural self–assessment
12Perception & Stereotyping (Awareness – Pre-Competency Stage) Example 1Perception & 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.
13Difference between Stereotyping and Valuing Diversity (Understanding - Competency Stage) 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
145 Principles of Diversimilarity (Understanding - Competency Stage) Creativity and Adversity in DiversityConformity and Compatibility in SimilarityDiversity within DiversitySimilarity across DiversityManaging Diversity by Managing DiversimilarityOfori-Dankwa & Julian, p.85-6.
15Steps to Reduce Stereotyping (Action – Proficiency Stage) Example 1Steps to Reduce Stereotyping (Action – Proficiency Stage)Self-reflection; examine one’s assumptionsFormal education and trainingSeek/check information from members of other identity group to distinguish real intergroup differences from folklore and mythsRequest feedback from others about one’s use of stereotypesChallenge other people’s assumptions and statements that involve generalizations.
16Modes of Acculturation (Action – Proficiency Stage) AssimilationDominant Culture becomes the standard of behavior for other cultures.Everyone conforms to Dominant norms/values.SeparationMinority Culture unwilling/ unable to adapt to Dominant;Seeks cultural & physical autonomy.De-culturationDominant & Minority Culture not highly valued by membersNeither is influential in framing minority behavior.PluralismIntegration: 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