Transcript The Diversity Connection

Infusing Diversity
Making Diversity a District Priority
N-Train 2004
Objectives
• Identify the Different Facets of Diversity
• Understand the Impact of Personal Behavior
on Others
• Understand the Value of Diversity to our
Organization
• Infusing Diversity into the Fabric of Your
District’s Program
What is Diversity?
• Diversity looks like….
• Diversity sounds like…..
• Diversity feels like….
• Diversity tastes like….
• Diversity smells like…..
Diversity Factors
Geographic
Location
Primary
Religion
Education
Primary
Language
Eye
Color
Secondary
Race
Ability &
Ethnic
Disability
Heritage
Sexual
Age
Orientation
Music
Preference
Gender
Personality
Family
Status
Income
Work
Experience
Right or
Left Handed
RELIGIOUS DIVERSITY
1995 to January 1999
RELIGION
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ACTUAL #
Advent Christian
23
Assembly of God
35
Atheist
8
Baptist
1795
Buddhism
16
Christian Science
24
Church of Christ
61
Church of God
23
Episcopal
129
Hindu
5
Jehovah's Witness 6
Judaism
50
Latter Day Saints
143
Lutheran
424
Methodist
616
Muslim
21
No Preference
1487
Non Religious
5596
Other Religions*
161
Pentecostal
174
Presbyterian
210
Protestant
2376
Roman Catholic
4035
Seventh Day Adventist
Unknown
241
%
0.13%
0.20%
0.05%
10.15% - 4
0.09%
0.14%
0.34%
0.13%
0.73%
0.03%
0.03%
0.28%
0.81%
2.40%
3.48%
0.12%
8.40% - 5
31.63% - 1
0.91%
0.98%
1.19%
13.43% - 3
22.81% - 2
34
1.36%
*Other Religions Include:
Not Specified: 69
African Methodist Episcopal: 9
Brethren: 12
Christian Missionary Alliance: 2
Christian Methodist Episcopal: 12
Congregational: 1
Eastern Orthodox: 9
Evangelical: 9
Friends: 3
Grace Fellowship: 2
Moravian Church: 3
Nazarene: 12
Reformed Churches: 6
Unitarian Universalist: 1
0.19%
Religious Differences
Eating
When to Eat
When not to Eat
What to Eat
What not to eat
Customs of Death
Care of the Dying
Burial of the Dead
Type of Remembrance
of the Dead
Moral Code Punishment
Penalties
Forgiveness
Marriage Practices
Sexual Practices
May they marry
Whom may they marry
Who can’t they marry
When, Where, How
marriage will be done
Health Care
Medical Practices
End of Life Decisions
Religious Leadership
Titles of Religious Officials
Name of Worship Place
Size of Family
Child Rearing
Child Education
Contraception
Abortion
Religious Observances
Restrictions on Work
Celebratory Days
How belief is practiced
Type of Sacred Text
Definition of Beliefs
AAP/Diversity/EEO
Inclusion
• Not legally required
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• Includes everyone
Y
• Based on Choice
Exclusion
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• Legally based
• Primarily for
protected classes
Discrimination
• Awareness leads to
behavioral change
Sexual Harassment
Equal Opportunity
• Mandated compliance
BUILDING A REPRESENTATIVE WORKFORCE
What’s the Difference?
Affirmative Action Attempts to atone for past discrimination against
certain groups of people. Because it tries to even the playing field for
these groups, it does not apply to all people equally.
Diversity All characteristics and experiences that define each of us as
an individual.
Awareness Recognizing the existence of similarities and
differences within a group.
Valuing Being responsive to those unlike ourselves by
understanding the strength of difference.
Diversity Management The process of creating and maintaining a
positive environment where the differences of all people are recognized,
understood, and valued so that all can achieve their full potential. It
includes everyone.
What’s the Difference?
Affirmative Action
Diversity
(Valuing Differences)
Managing Diversity
Quantitative. Progress
monitored by statistical
reports & analyses. Quotas.
Qualitative. Progress monitored Quantitative. Progress
by surveys which focus on
monitored by progress toward
attitudes and perceptions.
achieving goals and objectives.
Legally driven. EEO Laws
and consent degrees.
Ethically driven. Moral and
ethical imperatives.
Remedial. Specific target
groups benefit as past wrongs
are remedied.
Idealistic. Everyone benefits.
Each person valued/accepted
in an inclusive environment.
Strategically driven. Behaviors
& productivity tied to rewards &
results.
Pragmatic. Organization
benefits. Morale, profits and
productivity increase.
Opens doors. Efforts affect
hiring & promotion decisions.
Opens attitudes, minds & the
culture. Efforts affect attitudes.
Opens the system. Efforts
affect managerial practices.
Resistance. Perceived limits
to autonomy in decision
making & fears of reverse
discrimination.
Resistance. Fear of change.
Discomfort with differences.
Desire to return to the “good
old days.”
Resistance. Denial of benefit of
change & demographic realities.
Difficulty learning new skills.
Unwillingness to work in teams.
Assimilation model. Groups
brought to existing
organizational norms.
Diversity model. Groups retain
characteristics as they shape &
are shaped by the organization.
Synergy model. Diverse groups
create new ways to work together
effectively.
Smooth Sailing?
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Mexico City
Cairo
Shanghai
Sao Paulo
Seoul
Beijing (Peking)
Moscow
Tokyo
Tinjin (Tientsin)
Jakarta
New York City
Mexico
Egypt
China
Brazil
S. Korea
China
Russia
Japan
China
Indonesia
USA
12,900,000
12,500,000
11,900,000
10,100,000
9,600,000
9,300,000
8,700,000
8,400,000
7,800,000
7,600,000
7,300,000
Most Expensive Cities
(2-bedroom apartment)
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City
London
Eaton Square
Tokyo
Shibuya, Shoto
Hong Kong
The Peak
Paris
6th and 7th arrondisement
Sydney
Circular Quay, City Harbourside
New York
Fifth Avenue
Stockholm
Strand-Vagen
Zurich
Zuerichberg
Chicago
Lake Shore
San Francisco Pacific Heights, Russian Hill
Area (ft2)
1,662
1,300
1,640
2,150
1,555
1,595
2,222
1,600
2,865
1,500
Price
$2,047,000
1,746,000
1,681,000
1,668,000
1,300,000
1,245,000
1,146,000
1,130,000
1,035,000
1,000,000
The World As 100 People
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57 Asians
21 Europeans
14 from the Western Hemisphere (North & South)
8 Africans
52 female & 48 male
30 Christian & 70 non-Christian
89 heterosexual & 11 homosexual
59 % of the entire world’s wealth would be in the hands of only 6 people, and all 6
would be citizens of the United States
80 would live in substandard housing
70 would be unable to read
50 would suffer from malnutrition
1 would be near death & 1 would be near birth
Only 1 would have a college education
Only 1 would own a computer
Stereotyping
Assigning identical characteristics to any
person in a group, regardless of the actual
differences among members of the group.
How We Process Information
We place things or people into boxes or categories. That’s
how people process information. We do this from birth as
we try to figure out the way the worlds works.
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Categorizing is neither good nor bad
There’s “me” and “not me”
Potentially harmful
Behavior recognition is key
How We Act Out Our
Stereotypes
We tend to look for qualities and behaviors in others that
validate our stereotypes, and disregard other behaviors that
don’t fit into the “box” we’ve created for that particular
group of people. Sort of a self-fulfilling prophecy.
Remember… other people also put us into a box.
The Impact of Stereotyping
• Hurts others & creates shame
• Trivializes the worth of others
• Trivializes the accomplishments of others
• Causes us not to listen
• We tend to exclude others
• Wastes talent
How Do We Fight Stereotyping?
• Be a good communicator
• Challenge stereotypes
• Educate others, as well as yourself
• Help people discover their stereotypes
• Rise above negative comments
• Don’t be afraid to admit your mistakes
• Don’t diminish your heritage
U.S. Demographics
(Projected through 2050)
White
60
Black
40
20
Year
20
50
20
40
20
30
20
20
20
10
0
20
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Percent
80
U.S. Demographics
American
Indian
Asian/Pac
Islander
Hispanic
California's Changing Demographics
(Projected Through 2040)
90
80
70
Caucasian
60
%
50
40
30
20
Hispanic
10
Black
Asian/Pacific Islander
0
1970
1980
1990
1997
2040
Assimilation & Diversity
Assimilation
• Having similar thoughts & ideas
• Sharing common heritage or backgrounds
• Being comfortable
• Feeling like part of the team
Diversity
• Different perspectives
• Different heritage or backgrounds
• Different personalities
• Different ideas
Assimilation & Diversity
• Is there value in having assimilation
within an organization?
• Is there value in maintaining a Diverse
workforce?
• Assimilation or Diversity - which should
take precedence? Why?
• Given a choice, what type of workforce
would you prefer?
The Value of Diversity
• Provides a wide variety of ideas and viewpoints. Creativity
blossoms when people with different perspectives and styles
of thought are able to contribute. Conversely, homogenous
groups look alike, act alike, and have a limited understanding
of groups that are “different.”
• Our population is changing drastically, and we must look at
the entire population to recruit and retain the brightest and the
best talent for our membership.
• Unresolved conflicts due to misunderstanding of differences,
inability to recognize common interests, or exclusionary actions
are costly to the organization in terms of litigation, diminished
productivity or missed opportunities.
The Value of Diversity
•Broadens the perspective of all members, which increases
their creativity, understanding of issues, and productivity.
•Increases public trust by representing the “marketplace” of
those they serve.
•Provides an environment that ensures all members feel
respected, regardless of their differences or similarities.
•Provides an environment that ensures all members have the
opportunity to develop their potential and contribute to mission
accomplishment.
•Provides equal opportunity for all demographic groups to serve.
The Value of Diversity
Diversity is #2 among the top seven drivers of
employee commitment.
•Communications
•Diversity & Inclusion
•Job satisfaction
•Flexibility
•Manager effectiveness
•Work-life support
•Career advancement
Connecting Diversity to
CG Values & Leadership
Valuing
Diversity
Personal
Core
Values
Honor
Respect
Devotion
to Duty
Self
Working
With
Others
Performance
Leadership
Skills
Interpersonal
Organizational
Life Is A Fishbowl
What Can You Do?
•Understand differences exist.
•Acknowledge your own cultural biases, stereotypes,
prejudices and assumptions.
•Be flexible. Recognize other cultures do have different
rules about what is acceptable & unacceptable, right &
wrong.
•Take time to learn about other cultures.
•Speak and behave in ways that do not intentionally offend
others.
What Can You Do?
•Allow & encourage creativity and different
approaches.
•Acquire & Use conflict management skills to resolve
conflict in our membership.
•Be a mentor. Teach others about diversity.
•Get involved when you see or hear something that is
inappropriate. Never ignore unacceptable behavior!
Infusing Diversity in Your
District
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Embrace Diversity from the TOP
Diversity Training ongoing effort
Create District Diversity Team
Encourage Diversity Recruiting
Understand & Manage Conflict
Recognize Excellence in Diversity
Diversity from the TOP
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Personal commitment to Diversity by DCO
Diversity a part of DCO Vision Statement
EXCOM competent in Diversity message
DIRAUX onboard with Diversity Program
Diversity message at all District events
Embrace Diversity Management Model
Utilize ACIP goal setting process
Diversity Training
• Ongoing Diversity Awareness training
• Diversity presentations at general sessions
as well as seminars
• Incorporate Diversity message into
leadership training
• Utilize National Diversity Training Modules
Diversity Team
• District Diversity Advisor appointed by and
reporting to DCO
• District Diversity Team to include DCO.
DDA, DIRAUX and Area/Division
Diversity Advisors
• District Team members adept at “Soft
Skills”
• Flotilla Advisors connection to boilerplate
Diversity Recruiting
• Understand how Recruitment & Retention
is a Diversity issue
• Recruit to the mission based on ACIP
• Extend recruiting beyond traditional sources
• Assist with Compass Outreach Program
• Utilize new member mentor program
Conflict Management
• Understand the nature of Conflict
• Adopt Conflict Management Program
• Include Conflict Management in leadership
training
• Communicate Zero Tolerance for
unresolved conflict
• Utilize Active Duty Liaison Program
Diversity Recognition
• Promote NACO 3 Star Diversity Program
• Include Diversity in District Awards
program
• Encourage articles containing Diversity
message
• Share Diversity Best Practices
Where do we go from
here?
Questions
Additional Goals
Best Practices