Module 5

Culture and Diversity in the Workplace

Learning Objectives:

  1. Evaluate perception and attitude as they relate to cultural differences in the workplace
  2. Discover personal stereotypes, judgments, biases and natural human tendencies that limit relationships with others
  3. Practice strategies to suspend judgment
  4. Increase personal ability to effectively communicate across cultural lines

Review the following videos:

What is Diversity?

Cultural diversity happens when differences in race, ethnicity, language, nationality, religion, and sexual orientation are represented within a community. A community is said to be culturally diverse if its residents include members of different groups. The community can be a country, region or city. Cultural diversity has become a hot-button issue when applied to the workplace.

In basic terms, diversity simply means a variety or difference. Some people have misunderstood diversity to mean the involvement of racial minorities. However, race is one of the many aspects that can help create a diverse group of individuals. Diversity includes race, national origin, home state or country, interests and other factors.

We may never be completely free from bias, but we can look for ways to communicate that are most likely to respect and include people. Biases are often embedded in communications that give the message that some people are less valuable, less worthwhile, or somehow less deserving of human dignity than other

Why does cultural diversity matter?

As workforce demographics shift and global markets emerge, workplace diversity inches closer to becoming a business necessity instead of a banner that companies wave to show their commitment to embracing differences and change. Employees reap tangible and intangible benefits from workplace benefits, not the least of which include respect from co-workers and business gains.

People from different races, etc. have different life experiences. This flavors their interpretation of events. These differences can bring strength to the group if it is valued and integrated into the group dynamics. However, it can take time, intent and the willingness to be open-minded and non-judgmental about the value the differences bring. It definitely takes effort to make cultural diversity strength.

Cultural diversity can also weaken a group. Differences in interpretation of events can lead to communication breakdown, awkwardness and hostilities if not addressed. Prejudices about people of different backgrounds can also lead people to jump to conclusions and misinterpret actions and behaviors.

Aspects of Diversity

Race:  One aspect of cultural diversity is racial. Americans, first, second, third and fourth generation, are comprised of many races. But the commonality is that they’re all Americans and people with valuable skills and knowledge. In many parts of the country, demographics are variable and companies are finding that minorities make up a large segment of their workforces.

National Origin America is a country which absorbs tens of thousands of immigrants every year. As individuals make their way into the workforce, they come with many skills and abilities, as well as differences. In many cases, employers may find that their immigrant hires have cultural and language gaps that require overcoming. These may have to do with ways of thinking or perceptions, as well as social and communication styles.

Ethnic Backgrounds:  Many born and raised Americans come with rich cultural heritages from their immigrant parents, grandparents or great-grandparents. Each person brings insights, understandings, and perspectives shaped by the ethnicities and cultures of their families and upbringings.

Often, people straddle cultural lines, holding both their American identities as well as their ethnic identities dear to them. Co-workers and managers need to respect both identities in a person and be, at a minimum, comfortable with these differences.

Religious Differences:  Along with varying backgrounds come many religious beliefs and affiliations. The Civil Rights Act of 1964 prohibits discrimination in hiring or treatment of workers on the basis of religion. However, beyond the legal necessities of being fair to those with varying beliefs, a healthy workplace also requires that employees feel comfortable and valued no matter what their religion.

Today’s workplace may involve Christians, Muslims, Jews, Hindus, Buddhists, Taoists, Wiccans, Baha’i and more. Some groups may require the wearing of certain articles of clothing while most require time off for their respective holidays.

Natural Human Tendencies

  1. In a diverse workplace, we need to consciously challenge our natural tendencies so that we include people. Exclusion is painful.
  2. Becoming conscious of our natural tendencies is an on-going, life-long process of awareness and action.
  3. We can’t change the world, but we can make an impact within our own spheres.
  4. Some natural human tendencies include: 
    • To seek comfort, seek what’s familiar.
    • Danger in this: Fear of the unknown, xenophobia.
  • Example: New job, seeking my comfort zone with some people and initially excluding others.
    • To categorize and catalog information. We generalize from past experiences or from what we already know to apply to new situations.
    • Danger in this: stereotyping, limiting.To think that our way of seeing things or doing things is right.
  • Example: How should the toilet paper roll be hung? Or how the dishwasher should be loaded.
    • To be keenly aware when we’re on the outside of a group, but have little or no awareness of others on the outside when we are comfortably inside any group.
  • Example: The group I’m with is talking about _____and I have nothing to contribute.
    • vs., I never notice when some individuals are hanging out alone at break.

Degrees of Cultural Awareness

There are several levels of cultural awareness that reflect how people grow to perceive cultural differences.

My way is the only way:  At the first level, people are aware of their way of doing things, and their way is the only way. At this stage, they ignore the impact of cultural differences. (Parochial stage)

I know their way, but my way is better:  At the second level, people are aware of other ways of doing things, but still consider their way as the best one. In this stage, cultural differences are perceived as source of problems and people tend to ignore them or reduce their significance. (Ethnocentric stage)

My Way and Their Way:  At this level people are aware of their own way of doing things and others’ ways of doing things, and they chose the best way according to the situation. At this stage people realize that cultural differences can lead both to problems and benefits and are willing to use cultural diversity to create new solutions and alternatives. (Synergistic stage)

Our WayThis fourth and final stage brings people from different cultural background together for the creation of a culture of shared meanings. People dialogue repeatedly with others, create new meanings, new rules to meet the needs of a particular situation. (Participatory Third culture stage)

Increasing cultural awareness means to see both the positive and negative aspects of cultural differences. Cultural diversity could be a source of problems, in particular when the organization needs people to think or act in a similar way. Diversity increases the level of complexity and confusion and makes agreement difficult to reach. On the other hand, cultural diversity becomes an advantage when the organization expands its solutions and its sense of identity, and begins to take different approaches to problem solving. Diversity in this case creates valuable new skills and behaviors.

Eight Common Ways Stereotypes Surface and Are Perpetuated
(from Ouch! That Stereotype Hurts, by Leslie Aguilar)

  1. Jokes: “Do you know what happens when you get three _____ together?”
  2. Name-calling and labels: “Computer Geek.” “Trailer Trash.”
  3. Oversimplified statements applied to all people in a group: “Young workers today __________.” “Immigrants don’t want to learn English.” “Latinos are _______.” “You know how Southerners are.”
  4. Stereotypical Descriptors: “Crotchety old man.” “Women are very emotional.” “Typical white male.”
  5. Personal assumptions about individuals: Examples: Assuming a woman’s career is secondary to family and therefore not offering the woman a job that would require her to relocate her family. Assuming coworkers are heterosexual.
  6. Spokesperson syndrome: Viewing one individual as the spokesperson for an entire group. “Marta, what is the best way to deal with the Hispanic market?” “Glenn, what do black people think about this?”
  7. Descriptors that evoke stereotypes because they are the opposite of or a contradiction to an existing stereotype: “We’re looking for qualified minority candidates.” “A sensitive man.”
  8. Statistical” Stereotyping: “Statistics show that most criminals are __________.” Then treating an individual based on the “statistic,” which could be real or perceived.

Guidelines for Naming or Describing People
(adapted from Ouch! That Stereotype Hurts, by Leslie Aguilar)

  1. Use inclusive terms: “Ask your doctor what he or she recommends” vs. “Ask your doctor what he recommends.” “Partners are also invited to the party” vs. “Bring your husband or wife to the party.”
  2. Eliminate overt disrespect: There are terms that before saying them, people look around first to see who is in the room.
    • Example: “the N-word.”
  3. Allow self-determination: People get to decide what they want to be called. The only “correct” term for an individual or groups of people is what they choose for themselves. Read, listen, and ask individuals what they prefer to be called.
    • Example: Hispanic, Latino, Mexican-American, Puerto Rican. Some people will tell you that they prefer to be called by their name, with no descriptors.
  4. Put people first, qualifiers second: but only if the qualifiers are relevant to communication. “The accountant uses a wheelchair” vs. “the disabled accountant” vs. “the accountant” with no reference to the disability.
  5. Avoid patronizing language: Referring to people with disabilities or medical conditions as “pitiful,” “helpless,” or “suffering.” Referring to kids from single-parent families as coming from “broken homes.”   Referring to someone as “heroic,” “courageous,” or “amazing” who has a disability and accomplishes everyday tasks such as arriving at work on time. This conveys your surprise that this person is as capable or committed as others are.
  6. Grant equal status: Use parallel terms when talking about two groups. Describe people by who they are, rather than who they are not. Statements like “White and Non-White” and “Management and Non-Management” position one group as the “norm” and others as the “non-norm.” Consider using “people of all ethnic and racial groups” and “management and staff.”
  7. Recognize insider/outsider dynamics: Don’t use “us versus them” language, such as “you people.”
  8. Use precise and specific descriptors: There is no need to point out disability, gender, ethnicity, age, or sexual orientation when it is not pertinent to the conversation. However, when they are relevant don’t avoid important descriptors, but make them precise and specific. This allows people to feel they are being described accurately and not clumped into large generic groups. Example: “Vietnamese” is more specific than “Asian.” “He has a visual impairment” is more informative than “He has a disability.”


Speaking Up, Being an Ally, and Interrupting Disrespect
(Adapted from Ouch! That Stereotype Hurts, by Leslie Aguilar)

Anyone can speak up in the face of demeaning comments. A simple phrase or question on your part could turn the conversation from destructive to productive.

Confront issues, not people. Be respectful as you interrupt misinformation or insensitivity. People are more open to learning new information when they are being treated with compassion and respect.

  1. Interrupt or redirect: Someone starts telling a joke that clearly holds negative stereotypes. “Whoa, let’s not go there.” “I’m not going there, how ‘bout if we get back to work and skip that one?”
  2. Saying “Ouch:  ” You can expand on this by saying, “That kind of a comment can be hurtful” or “I have several gay friends and that would be hurtful to them.”
  3. Repeat and question: Example: “It sounds like you are saying that Alan is too old to learn the computer. Is that what you mean?” “Can we go back to what you said a few minutes ago? You mentioned immigration and the increase in crime in the same sentence. Are you suggesting that the two are linked?”
  4. Name it: “Now THAT would be a stereotype!” “Time out – no ‘dissing’ each other.”
  5. Seek contradictions:  Example: Someone says, “These young kids are slackers.” Possible responses: “I think we have some great young employees. What about Damien and Kendra – they’re both great.” Or, “Do you mean all young people or someone in particular?”
  6. Broaden to universal human behavior: Example: Someone says, “Teenagers can’t be trusted.” Possible response: “I don’t think that’s an age thing. I know some people in their 40s and 50s who aren’t trustworthy.”
  7. Tell a story that contradicts the stereotype:  Example: Someone says, “Don’t put Mary on the team. She’s a single mom and it will be a nightmare for scheduling.” Possible response: “In our last project team, we had two single parents and scheduling wasn’t a problem. We set the schedule together as a team and their contributions were very useful. Let’s consider what Mary might have to contribute.”

What are ways to suspend judgment in our work with others?

Be present and listen:  This is probably one of the most important yet ignored competencies for anyone in the client service industry. To be genuinely helpful to our clients, we must develop, practice, and apply deep listening.  It is only when we truly listen — and hear — that we can help facilitate real transformation.

Know self: Understanding our own values, biases, and worldview helps us to avoid the pitfall of jumping to “being right” and opens us to take on a learner mindset. On-going self-reflection of our actions, behaviors, and thoughts helps to build skills that will enable us to better recognize when our biases are influencing our decision-making.

Consider all perspectives: Like knowing self, it is important to realize that each person involved in an engagement holds their own perspective. Depending on where they sit in the organization and a variety of other factors, their contributions in and experiences of the situation will be unique to them. If we can suspend our own judgment, and be a wise observer of the systems we serve, we can more astutely evaluate the bigger picture.

Be open to alternatives: Letting go of “knowing” the answer may be one of the most difficult aspects to embrace when we serve as an “expert” advisor. However, some of the best solutions often come from the people who reside within the organizational systems where we work. And, let’s be honest, no matter how smart we think we are, there is always someone smarter. Thank goodness!

Embrace diversity This is the beauty of the client service industry. No day is the same. No client is the same. No organization is the same. No problem is the same. Rather than be adverse to diversity, embrace it. Peter Senge, author of the book The Fifth Discipline, refers to using the “collective wisdom” to better identify and address complex challenges. And, a problem that is more clearly identified is more likely to be solved because solutions are being designed to tackle that specific challenge. After all, it’s pretty hard to hit the target when you don’t even know what it is.

What is Cultural Awareness, anyway? How do I build it?   by Stephanie Quappe and Giovanna Cantatore 
This article may be reprinted with the author’s permission. Please contact us with reprinting requests     Copyright © 2003-2007 Culturosity.com / All rights reserved. You can reach Stephanie Quappe at squappe@iccm-online.de.

Cultural Awareness is the foundation of communication and it involves the ability of standing back from ourselves and becoming aware of our cultural values, beliefs and perceptions. Why do we do things in that way? How do we see the world? Why do we react in that particular way?

Cultural awareness becomes central when we have to interact with people from other cultures. People see, interpret and evaluate things in a different ways. What is considered an appropriate behavior in one culture is frequently inappropriate in another one. Misunderstandings arise when I use my meanings to make sense of your reality.

As an Italian it is almost automatic to perceive US Americans as people who always work, talk about business over lunch and drink their coffee running in the street instead of enjoying it in a bar. What does it mean? Italians are lazy and American hyperactive? No, it means that the meaning that people give to certain activities, like having lunch or dinner could be different according to certain cultures. In Italy, where relationships are highly valued, lunch, dinner or the simple pauses for coffee have a social connotation: people get together to talk and relax, and to get to know each other better. In the USA, where time is money, lunches can be part of closing a deal where people discuss the outcomes and sign a contract over coffee.

Misinterpretations occur primarily when we lack awareness of our own behavioral rules and project them on others. In absence of better knowledge we tend to assume, instead of finding out what a behavior means to the person involved, e.g. a straight look into your face is regarded as disrespectful in Japan.

Becoming aware of our cultural dynamics is a difficult task because culture is not conscious to us. Since we are born we have learned to see and do things at an unconscious level. Our experiences, our values and our cultural background lead us to see and do things in a certain way. Sometimes we have to step outside of our cultural boundaries in order to realize the impact that our culture has on our behavior. It is very helpful to gather feedback from foreign colleagues on our behavior to get more clarity on our cultural traits.

Projected similarities could lead to misinterpretation as well. When we assume that people are similar to us, we might incur the risk that they are not. If we project similarities where there are not, we might act inappropriately. It is safer to assume differences until similarity is proven.[1]

In becoming culturally aware, people realize that:

  • We are not all the same
  • Similarities and differences are both important
  • There are multiple ways to reach the same goal and to live life
  • The best way depends on the cultural contingency. Each situation is different and may require a different solution.

How Do I Manage Cultural Diversity?

We are generally aware that the first step in managing diversity is recognize it and learning not to fear it.

Since everyone is the product of their own culture, we need to increase both self-awareness and cross-cultural awareness. There is no book of instructions to deal with cultural diversity, no recipe to follow. But certain attitudes help to bridge cultures.

Admit that you don’t know:  Knowing that we don’t know everything, that a situation does not make sense, that our assumptions may be wrong is part of the process of becoming culturally aware. Assume differences, not similarities.

Suspend judgments:  Collect as much information as possible so you can describe the situation accurately before evaluating it.

Empathy:  In order to understand another person, we need to try standing in his/her shoes. Through empathy we learn of how other people would like to be treated by us.

Systematically check your assumptions:  Ask your colleagues for feedback and constantly check your assumptions to make sure that you clearly understand the situation.

Become comfortable with ambiguityThe more complicated and uncertain life is, the more we tend to seek control. Assume that other people are as resourceful as we are and that their way will add to what we know. “If we always do, what we’ve always done, we will always get, what we always got.”

Celebrate diversity:  As a company find ways of sharing the cultures of your diverse workforce, i.e., in 2002 Deutsche Bank carried out multiple initiatives around the theme of “tolerance: diversity, identity, recognition” which they called “Initiative Plus 2002.” They encouraged employee projects and organized an annual colloquium of global experts.

[1] Adler, Organizational Behavior, 1991

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