1. Making a difference with Simultaneity EVANGELINA HOLVINO, Ed.D. © 2005 CHAOS MANAGEMENT, LTD. Theories of Difference

2. What’s In A Name? Complicating Identity My name is Evangelina Holvino Other spelling variations, but my family is the only “Holvino” on the Island NOT Evangeline Evangelist Eva Angelina Ivonne Evangelino From the Spanish Moors?! No, you do not hear the H in Spanish! From Uncle Tom’s Cabin (That would make me male)

3. What’s In A Place? Complicating Identity I am from Puerto Rico I’m also from Vermont Lived there For the past 22 years No. Really! (But, a P.R. in Vermont?) My accent you mean? Why not Puerto Rican? Not from New York Not poor Not the stereotype Not uneducated In the USA Complicated political relation “Between” Latin America & U.S.A. But… where are you from?

4. Dominant Models of Identity TREAT DIFFERENCES AS Essential Essential Innate Innate Fixed Fixed Independent and additive variables Independent and additive variables The “equality vs. differences” dilemma

5. Example: Dominant Models SOCIAL IDENTITY GROUPS Sexual Orientation 1992: Bailey Jackson, Ed.D.; New Perspectives, Inc.; Amherst, MA. Class Mental Ability Physical Ability Gender Age Religion Ethnicity Race

6. Age Gender Sexual Orientation Mental/Physical Abilities & Characteristics Ethnic Heritage Race Regional Location Heritage Firm Social Class Economic Status Religion Education Family Status Language/ Accent Work Experience Work Style Organizational Role and Level Communication Style Leadership Learning Style 1996. Marilyn Loden, Implementing Diversity. Irwin Professional Publishing. IDENTITY WHEEL Example: Dominant Models

7. A Matter of Context “Bature! Bature” After years of identifying myself as “of color” in the United States, to the Nigerian children I was white.

8. An Alternative: Postcolonial Feminist Models TREAT DIFFERENCES AS Relational Relational Socially constructed Socially constructed Subjective identity Subjective identity Power relations Power relations Interdependent Interdependent Historically specific and changeable relations

9. Example: Postcolonial Feminist Model INTERSECTIONALITY GR EC 1992: Bell & Nkomo.

10. The Invitation: A Proposal View identity as multiple, contradictory, situational, relational View identity as multiple, contradictory, situational, relational Re-conceptualize race, ethnicity, gender, class, nationality, sexuality … Re-conceptualize race, ethnicity, gender, class, nationality, sexuality … … as simultaneous processes of identity, institutional, and social practice

11. The Complexity of Simultaneity THE PROBLEM IS … Theoretical How to conceptualize identity as simultaneity of: How to conceptualize identity as simultaneity of: RaceGenderEthnicity ClassNationalitySexuality Practical How to apply simultaneity in organizational change? How to apply simultaneity in organizational change?

12. Simultaneity Race Ethnicity Gender Class Sexuality Nationality

13. Practical Interventions Surfacing the hidden stories at the intersection Surfacing the hidden stories at the intersection Identifying and changing differential impact of organizational practices Identifying and changing differential impact of organizational practices Linking organizational processes to social (societal) processes Linking organizational processes to social (societal) processes

14. A Case Study: Goals of WOCG Drive change for WOC at X to reach their potential - advancement, retention, development Drive change for WOC at X to reach their potential - advancement, retention, development Support WOC’s professional development Support WOC’s professional development Promote awareness of WOC’s unique challenges Promote awareness of WOC’s unique challenges Recognize company as “best” for WOC Recognize company as “best” for WOC

15. A Case Study: Activities & Accomplishments Coaching, feedback, support, advice Coaching, feedback, support, advice Exercising leadership Exercising leadership Meetings with senior management Meetings with senior management Bringing visibility to WOC and their issues Bringing visibility to WOC and their issues Tracking successes, assessing environment, responding strategically Tracking successes, assessing environment, responding strategically

16. A Case Study: The Challenges Leading and organizing WOCG Leading and organizing WOCG Keeping momentum and delivering Keeping momentum and delivering Securing committed sponsors Securing committed sponsors Involving/impacting LOBs and mid-level managers Involving/impacting LOBs and mid-level managers Communicating accomplishments Communicating accomplishments Surviving organizational changes Surviving organizational changes

17. A Case Study: Simultaneity Issues? What is the “value-added” of WOCG? What is the “value-added” of WOCG? WOCG potentially divisive? WOCG potentially divisive? Have they accomplished enough? Have they accomplished enough? Is dual agenda of driving change and developing WOC appropriate? Is dual agenda of driving change and developing WOC appropriate?

18. A Case Study: Recommendations Re-affirm mission and prioritize goals: Re-affirm mission and prioritize goals: Key events for members Key events for members More involvement by senior sponsors More involvement by senior sponsors Develop and track indicators of change Develop and track indicators of change “Push” execution of action plans and leadership to regions “Push” execution of action plans and leadership to regions Communicate achievements Communicate achievements

19. Lessons Learned: Practice of Simultaneity Share quantitative and qualitative data Share quantitative and qualitative data Establish strong links to senior management Establish strong links to senior management Celebrate successes; publicize accomplishments Celebrate successes; publicize accomplishments Select top performers to lead Select top performers to lead Work differences among WOC Work differences among WOC Create flexible, effective internal structures Create flexible, effective internal structures

20. Lessons Learned: Theory of Simultaneity Different experience and standpoints Different experience and standpoints Different structural situation Different structural situation Challenge the discourse of diversity Challenge the discourse of diversity Embody complexity and simultaneity within and without Embody complexity and simultaneity within and without

21. Challenges of Simultaneity: Concluding Questions How to influence the field with more complex models? How to influence the field with more complex models? How to communicate with organizational members? How to communicate with organizational members? What would it mean for other groups/you to embrace simultaneity? What would it mean for other groups/you to embrace simultaneity?

22. Thank you DR. EVANGELINA HOLVINO CHAOS MANAGEMENT, LTD. 178 Meetinghouse Lane BRATTLEBORO, VT 05301 802.257.5218holvino@chaosmanagement.comwww.chaosmanagement.com Dr. Holvino is also Affiliate Faculty Center for Gender in Organizations, Simmons College, Boston, Massachusetts www.simmons.edu/som/cgo