| In the News... Diversity, Diversity, Diversity | March 2005 diversity newsletter | |  | Listen to the radio, flip through a magazine, read a newspaper, or turn on the nightly news and you'll most likely find the headlines BLARING diversity. Issues arising out of our increasingly diverse demographics have become everyday topics, and the passions and heated debates associated with many of these topics can become divisive. Often, these strong emotions and value-laden beliefs are carried from our homes right into our workplaces through casual remarks or serious conversations. Sometimes, the headlines give people license to advocate their position.
Whether it's a comment from a coworker, boss, or customer, we are all prone to getting "hooked" on an issue that's near and dear to us, and expressing our views. The problem is that some of our opinions can unconsciously be hurtful to others and create tense workplaces that undermine teamwork, performance, and client service, as this recent example related by one company demonstrates.
Chitchatting before a meeting, Justin remarks to a group of employees that "gay marriage is nuts!" He means no harm, but quite passionately states his belief that, "Marriage should be a sacred union between a man and a woman." No one challenges him, including Beth, a lesbian, who is excited about the possibility of legalizing her eight-year relationship with her partner. It's well known to all present that Beth is gay. While offended by the comment, she knows Justin is deeply religious and a fan of George Bush. With religion and politics colliding, she makes the decision to expend her energy quietly simmering rather than engaging in debate.
When the meeting concludes, Beth departs quickly.
Sensing her mood shift and frustration, Amy, who attended the meeting, catches up with her and says, "I'm surprised. How could you of all people let Justin rattle on like that?" Beth tells Amy that despite being deeply offended, further discussion with Justin would have only created more tension and complicate a client event scheduled for later that week in which they were both involved.
The reverberations from Justin's comments, however, don't stop there. A flurry of e-mail chatter among some meeting participants ensues. One person notes, "Beth is way too sensitive. She simply has to get used to the fact that a lot of Americans feel the same way Justin does," while others decide to give Justin a cool reception at the upcoming event, (a tension which was later noted and commented on by the client). Most notably, few of their peers had the courage to act as Diversity Change Agents and express their concerns directly to Justin or Beth. As our "world turns" and the volume of the political rhetoric rises in this contentious election year, workplace chatter like this is not likely to subside. (If you need reminding, think back to the racially polarizing OJ Simpson trial or to the start of the war in Iraq.)
Is the climate in your workplace ready for this? Do people have the sensitivity and skills to engage in these conversations respectfully? Do they have the courage to act as Diversity Change Agents? Are managers trained to address those who may have made offensive remarks? Are they sensitized to the "emotional baggage" that many people bring to work as politics and deeply personal issues collide?
Now, more than ever, ProGroup believes it's time to develop and/or activate Change Agents in your organizations to keep your work environment respectful and productive. Diversity Change Agents act as role models and acknowledge there are a multitude of perspectives on issues. As risk takers, they take action when appropriate and address behaviors when important. Change Agents know how to keep themselves centered while respectfully addressing challenging situations. They help individuals recognize when they have stepped over the boundary of conversation to "preaching their truth" while giving others the strength to find their voice to address insensitive comments. Change Agents enter into conversations with an attitude adapted by Steven Covey, "Seek first to understand, then to be understood."
Below is ProGroup's Awareness Spectrum©, a graphic representation of the various roles that people play daily in relation to diversity issues. It's important to remember that each of us might find ourselves in a different place on the Awareness Spectrum depending on a given issue. We might feel strongly on some issues or apathetic on others. We might even consider some subjects simply taboo for the workplace. The critical point is that each of us strives to be a Diversity Change Agent as often as possible and takes actions (as detailed in the tips below) to remedy the assumptions and biases of not only others, but ourselves! |
|  | | ProGroup's Awareness Spectrum |
| |  | Tips for Acting as a Diversity Change Agent:
Naïve Acts with no knowledge or awareness of biases and prejudices and their impact. There will be many who say things inadvertently that may touch on sensitivities in others. Change Agents need to help these folks understand that what they said may be offensive without transferring judgment or blame.
Perpetuator Aware of biases and prejudices, but continues behavior and reinforces "right" and "wrong." Perpetuators enjoy the headlines as daily fodder for water cooler chat, much like the late night talk show hosts. They often find a ready audience around hot topics, making a Change Agent's job more difficult. The key for Change Agents is to point out the sensitive nature of their comments and then to put some guidelines around conversations that everyone can agree to.
Avoider Aware of biases and prejudices, but does nothing and plays it safe. Tolerates insensitivity. Many of us will find that we don't have the energy to even engage in certain conversations. We may have personal life experiences that are too painful or "unsafe" to reveal, or fear retribution if we enter political or religious discussions. Some conversations are simply too hard. The risk, however, is that silence creates an undercurrent of conversation, which often proves distracting and damaging. Change Agents need to help avoiders find their voice to address insensitivities that impact the workplace.
Fighter Attacks all actions and confronts all behaviors. Always on the lookout for opportunities to bring up their agenda. Fighters truly believe that they are "right" and others are "wrong." If there isn't a headline, they will create one. They're on a perpetual soapbox for their cause. Change Agents need to temper the passion of fighters and move them into conversations that are constructive and respectful of different perspectives. Fighters might need to be told to turn down the volume. |
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