© 2009 Jones and Bartlett Publishers Chapter 2 Diversity in Healthcare

© 2009 Jones and Bartlett Publishers Learning Outcomes After completing this chapter, the student should be able to: Define diversity.Define diversity. Define cultural competency.Define cultural competency. Define diversity management.Define diversity management. Understand why changes in US demographics affect the healthcare industry.Understand why changes in US demographics affect the healthcare industry.

© 2009 Jones and Bartlett Publishers What is Diversity? Diversity is defined as “the full range of human similarities and differences in group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities.” (Dreachslin, 1998) (Dreachslin, 1998)

© 2009 Jones and Bartlett Publishers Changing U.S. Demographics Ethnic and racial composition of AmericaEthnic and racial composition of America Aging of the populationAging of the population Gender and education levels by age groupsGender and education levels by age groups

© 2009 Jones and Bartlett Publishers What is Cultural Competency? A set of congruent behaviors, attitudes and policies that come together in a system, agency or among professionals that enables effective work in cross- cultural situations. ‘Culture’ refers to integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious or social groups. ‘Competence’ implies having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors and needs presented by consumers and their communities. (HHS Office of Minority Health, 1999)

© 2009 Jones and Bartlett Publishers Implications for the Healthcare Industry Need to be “cultural competent” to serve diverse patient populationsNeed to be “cultural competent” to serve diverse patient populations Increased need of healthcare services as the population continues to ageIncreased need of healthcare services as the population continues to age Lack of younger and diverse workers entering healthcare professionsLack of younger and diverse workers entering healthcare professions Lack of women and other minorities in healthcare leadership rolesLack of women and other minorities in healthcare leadership roles

© 2009 Jones and Bartlett Publishers Diversity Management Diversity management is defined as “a strategically driven process where emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population.” (Svehla, 1994; Weech-Maldonado, et al. 2002).

© 2009 Jones and Bartlett Publishers Chapter 3 Attitudes and Perceptions

© 2009 Jones and Bartlett Publishers Learning Outcomes After completing this chapter, the student should be able to: Appreciate the importance of attitudes to understanding behavior.Appreciate the importance of attitudes to understanding behavior. Understand the three components of attitudes.Understand the three components of attitudes. Understand how attitudes can be changed.Understand how attitudes can be changed. Understand how perceptions allow individuals to simplify their worlds.Understand how perceptions allow individuals to simplify their worlds. Understand the four stages of the perception process.Understand the four stages of the perception process. Understand social perception and the various subgroups.Understand social perception and the various subgroups. Understand the importance of using objective methods for employee selection.Understand the importance of using objective methods for employee selection.

© 2009 Jones and Bartlett Publishers What is an Attitude? An attitude is a mind set or tendency to act in a particular way, resulting from both an individual’s experience and temperament. An attitude is a mind set or tendency to act in a particular way, resulting from both an individual’s experience and temperament.

© 2009 Jones and Bartlett Publishers Tri-Component Model of Attitudes Feelings Beliefs Actions

© 2009 Jones and Bartlett Publishers Cognitive Dissonance Any inconsistency that a person perceives between two or more of one’s attitudes or between one’s behavior and attitudes. Any inconsistency that a person perceives between two or more of one’s attitudes or between one’s behavior and attitudes.

© 2009 Jones and Bartlett Publishers How are Attitudes Formed? LearnedLearned ModelingModeling ExperiencesExperiences

© 2009 Jones and Bartlett Publishers Changing Attitudes Address the cognitive and emotional componentsAddress the cognitive and emotional components Provide new informationProvide new information Changing someone’s attitudes takes time, effort and determination!

© 2009 Jones and Bartlett Publishers Perception Perception is the process by which individuals interpret and organize sensation to produce a meaningful experience of the world. Perception is the process by which individuals interpret and organize sensation to produce a meaningful experience of the world. It should be remembered: An individual’s perception is his/her reality!

© 2009 Jones and Bartlett Publishers Perception Process

© 2009 Jones and Bartlett Publishers Attribution Theory

© 2009 Jones and Bartlett Publishers Social Perception How an individual “sees” others and how others perceive an individual. How an individual “sees” others and how others perceive an individual. Halo effectHalo effect Contrast effectContrast effect ProjectionProjection StereotypingStereotyping Pygmalion effectPygmalion effect Impression managementImpression management

© 2009 Jones and Bartlett Publishers Employee Selection Identify key invariant qualities of individuals that match up well with the demands of the position and the culture of the organization. Identify key invariant qualities of individuals that match up well with the demands of the position and the culture of the organization. SkillsSkills CharacterCharacter MotivationMotivation AttitudeAttitude Leadership potentialLeadership potential PersonalityPersonality

© 2009 Jones and Bartlett Publishers End