cultural competency in the workplace, jocelyn boudreau, texas hiv std conference
DESCRIPTION
Discussion of the changing dynamics in the workplace as impacted by cultureTRANSCRIPT
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Cultural Competency in the Workplace
Jocelyn J Boudreau LCSW, LCDCJocelyn J Boudreau LCSW, LCDC1717thth Texas HIV/STD Conference Texas HIV/STD Conference
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For the first time in history, 4 For the first time in history, 4 generations are working generations are working together in the same job together in the same job market – market – sometimes in the sometimes in the same work place.same work place.
1982-20011982-20011965-19811965-1981
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Each generation is shaped by Each generation is shaped by specific external events…specific external events…
EventsEvents EconomyEconomy
CultureCulture
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Valuing Diversity
Job seekers value diversity
90% of job seekers think diversity programs make a company a better place to work
Survey commissioned by The New York Times
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When considering cultural differences, certainWhen considering cultural differences, certaingeneralizations are utilized. generalizations are utilized.
Not everyone in a specific generation will exhibit Not everyone in a specific generation will exhibit allall of these of these characteristics, but most will exhibit characteristics, but most will exhibit somesome of these traits of these traits..
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Who Am I…
How we see ourselves as unique individuals defines, in part, our identity.
Identity also comes in large part from membership in different groups
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Dimensions of Diversity
Person
Race
Physical Ability
Sexual Orientation
EthnicityGenderAge
Primary Dimensions
Secondary Dimensions
EducationMarital Status
Parental Status
Work Background
Income
Geographic Location
Military Experience
Religious Beliefs
Primary Dimensions Inborn difference - Have an impact throughout one’s life
Secondary Dimensions
Acquired or changed throughout one’s lifetime Have less impact – still impact self definition
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The Changing Workplace
Changing Composition of
Workforce
There are more women, people
of color, and immigrants
seeking opportunities
The Economy
Competition is intense
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GI & Silent Generation (1901-1945)
– Outlook: practical.
– Work ethic: dedicated.
– View of authority: respectful.
– Leadership by hierarchy.
– Relationships: personal sacrifice.
– Perspective: civic.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
Approximately 10% of workforce Approximately 10% of workforce
The Multi-Generational Workforce
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Messages that Shaped Them
– Make do or do without.
– Stay in line.
– Sacrifice.
– Be heroic.
– Consider the common good.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
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– Outlook: optimistic.
– Work ethic: driven.
– View of authority: love/hate.
– Leadership by consensus.
– Relationships: personal gratification.
– Perspective: team.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
Baby Boom (1946 – 1964)Approximately 45% of workforce Approximately 45% of workforce
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Messages that Shaped Them
– Be anything you want to be.
– Change the world.
– Work well with others.
– Live up to expectations.
– Duck and cover.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
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Generation X (1965 – 1981)
Generation X (1965-1985):
– Outlook: skeptical.
– Work ethic: balanced.
– View of authority: unimpressed.
– Leadership by competence.
– Relationships: reluctant to commit.
– Perspective: self.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
Approximately 45% of workforce Approximately 45% of workforce
The Multi-Generational Workforce
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Messages that Shaped Them
– Don’t count on it. – Remember--heroes…aren’t. – Get real. – Survive—staying alive. – Ask why.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
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– Work ethic: ambitious.Work ethic: ambitious.
– View of authority: relaxed, polite.View of authority: relaxed, polite.
– Leadership by achievers.Leadership by achievers.
– Relationships: loyal.Relationships: loyal.
– Perspective: civic.Perspective: civic.
Raines, C. (2003). Raines, C. (2003). Connecting GenerationsConnecting Generations. Menlo Park, CA.: Crisp . Menlo Park, CA.: Crisp Publications. Publications.
The Multi-Generational Workforce
Generation Y/Millennials (1982-2001)Generation Y/Millennials (1982-2001)
Now Emerging into the Workforce Now Emerging into the Workforce
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Messages that Shape Them
– Be smart—you are special. – Leave no one behind. – Connect 24/7. – Achieve now! – Serve your community.
Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications.
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Cultural Competency Requires "Competency". Cultural competency requires people to overcome fear and discomfort and become fluent in four areas
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Understanding
Awareness and comprehension of how and why people may see the same situation differently
Empathy- the ability to make connections with others on an emotional level and put ourselves in other people's shoes.
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Knowledge
Factual information that supplants stereotypes and generalizations about people from diverse backgrounds and cultures. The more accurate information we have about others, the more likely it is we will develop appropriate opinions, feelings, and behaviors.
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Acceptance
Tolerance and respect that allows others the same freedom of behavior and style that we expect for ourselves. Ultimate respect sees value in having people contribute from the perspective of their background and culture. When our views of other people are not blemished or tarnished by negative cultural or racial characterizations, respect creates change through trust.
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Behavior
Ability to interact effectively with others different from ourselves. Ultimately, cultural competence is expressed through words and actions, one person to another.
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The Challenge?
Come out of our comfort zone– Might be tedious– Might be embarrassing
Learn a new way of communicating Face realizations about current attitudes Form a new awareness of self
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Shifting Our Perception
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The Golden RuleThe Golden Rule: :
Do unto others as you would have them Do unto others as you would have them do unto you. (assumes similarities) do unto you. (assumes similarities)
Titanium RuleTitanium Rule: :
Do unto others, keeping their preferences Do unto others, keeping their preferences in mind. (accepts diversity) in mind. (accepts diversity)
Raines, 2003, pg. 34.Raines, 2003, pg. 34.
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Strategies for Connection
Initiate conversations about culture. Ask about needs and preferences. Offer options. Personalize your style. (Use Titanium Rule.) Build on strengths. Pursue different perspectives.
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The Big Payoff!
An Expansion of BELIEFS - ATTITUDES
We create awareness of differences We become sensitive to our own heritage,
and value and respect differences We become comfortable with differences We promote mutual respect We stimulate strategic and critical thinking
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An Expansion of KNOWLEDGE
We understand the way culture influences our perception
We acquire specific knowledge & information about the individuals with whom we work
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An Expansion of SKILLS
We are able to appropriately generate a wider variety of verbal and non-verbal responses when dealing with differences
We are able to receive messages accurately
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QUESTIONS
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Resources
Lancaster, L., & Stillman, D. (2002). When generations collide: Who they are. Why they clash. How to solve the generational puzzle at work. HarperCollins Publishers, Inc. ISBN: 0-06-662106-2.
Raines, Claire. (2003). Connecting Generations: The sourcebook for a new workplace. Crisp Publications, Inc. Menlo Park, California. ISBN: 1-56052-693-9.
Raines, Claire. (1997). Beyond Generation X: A practical guide for managers. Crisp Publications, Inc., Menlo Park, California. ISBN: 1-56052-448-9.
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