Phil Chang's List: PBD Springboard

• Building a Diversity Plan
• six elements essential for a successful diversity plan
• • A definition of diversity for the organization
   
  • An assessment of need or justification for the diversity plan
   
  • A mission or vision for the diversity of the organization
   
  • A statement of priorities or goals
   
  •  A delegation of responsibilities towards achievement of the plan
   
  • A statement of accountability
• Among the most important first steps towards building cross-organizational support is the alignment of an organization’s strategic priorities with diversity
• Defining Diversity
• Inclusivity – an intention or policy of including people who might otherwise be excluded or marginalized, such as the handicapped, learning-disabled, or racial and sexual minorities. (http://www.encyclopedia.com/doc/1O999-inclusivity.html).
• Cultural Competency – Ability to interact effectively with those from different backgrounds and cultures.  (Teaching for Diversity and Social Justice, Second Edition, Routledge, 2007).
• Assessing Need—The Environmental Scan
• Review Other Plans
• Mission and Vision
• Priorities and Goals

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• Diversity Plans

• steps in a change process

• • THE WHAT: Include valuing of diversity as a critical part of the mission, purpose, vision,   values and daily strategy of the organization
• THE WHO: Develop a diversity strategy team to guide the change process for the next three to five   years
• THE WHY: Determine where you are starting and where you want to end up.
• THE WHERE: After the data gathering is completed, analyze it carefully with the diversity strategy   team and develop an action plan.
• THE HOW: Start acting. Just do it. Implement your action plan
• THE NOW WHAT? Persist, persist, persist until the action plan is accomplished and exceeded.

• • THE SO WHAT? The end result of all your hard work is a high-achieving diverse learning organization.   In this discrimination-free workplace, all obstacles are removed that will keep any associate or client/customer from reaching their full   potential. You are using close to 100 percent of your resources. There is a climate of trust, collaboration, productivity, innovation,   shared power, healthy humor and creativity. You finally understand how "the whole is greater than the sum of its parts" applies to   organizational life. Barriers are removed and systems are in place for continuous learning and change. There are improvements in profits,   products and people. The effects and results of your organization are influencing the entire community through employees' families and   increasingly diverse and satisfied consumers of your services. Your model is being noticed and used in the community and beyond. Besides,   through all this you and your colleagues are experiencing more harmony and energy and a lot more fun. You notice that this exists even   when conflicts occur and the work is hard.

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• Inclusiveness at Work: How to Build Inclusive Nonprofit Organizations

• 4 Steps to Making an Infographic for Your Nonprofit

• • Skills. The Skills component focuses on practicing cultural competence to perfection. Communication is the fundamental tool by which people interact in organizations. This includes gestures and other non-verbal communication that tend to vary from culture to culture.
• • Awareness. Awareness is consciousness of one's personal reactions to people who are different. A police officer who recognizes that he profiles people who look like they are from Mexico as "illegal aliens" has cultural awareness of his reactions to this group of people.
• Cultural competence refers to an ability to interact effectively with people of different cultures and socio-economic backgrounds
• Cultural competence comprises four components: (a) Awareness of one's own cultural worldview, (b) Attitude towards cultural differences, (c) Knowledge of different cultural practices and worldviews, and (d) Cross-cultural skills
• Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures.^[1]
• Diversity must be prevalent and valued before one may be considered culturally competent
• Developing cultural competence requires examining biases and prejudices, developing cross-cultural skills, searching for role models, and spending as much time as possible with other people who share a passion for cultural competence.
• Diversity Training University International (DTUI) isolated four cognitive components:
• Attitude. Paul Pedersen’s multicultural competence model emphasized three components: awareness, knowledge and skills. DTUI added the attitude component in order to emphasize the difference between training that increases awareness of cultural bias and beliefs in general and training that has participants carefully examine their own beliefs and values about cultural differences.
• • nowledge. Social science research indicates that our values and beliefs about equality may be inconsistent with our behaviors, and we ironically may be unaware of it. Social psychologist Patricia Devine and her colleagues, for example, showed in their research that many people who score low on a prejudice test tend to do things in cross cultural encounters that exemplify prejudice (e.g., using out-dated labels such as "illegal aliens" or "colored".). This makes the Knowledge component an important part of cultural competence development.
   
   

  Regardless of whether our attitude towards cultural differences matches our behaviors, we can all benefit by improving our cross-cultural effectiveness. One common goal of diversity professionals is to create inclusive systems that allow members to work at maximum productivity levels.

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• Inclusion Statement

   

  Make it official. Place inclusion statements in company policies and websites

• Tone From the Top

   

  Culture is established at the top.

• 'Dance is part of our culture,' says Lee Wakefield, chair of Brigham Young University's dance department. 'Mormons danced when they crossed the plains to Utah, and one of the first buildings they built was a dance hall.'"

• Inclusiveness Can Help Nonprofits Be More Effective and Better Serve Their Constituents and Communities

• Promote Understanding and Acceptance  
   

   This might be a little more difficult than merely regulating behavior, but it is necessary if you want to decrease the number of times that behavior crops up. The key is to integrate everyone into the company culture as deeply as possible and build bridges between employees by having them help each other. Here are some ideas you might try: 

   
   
  •   Be flexible with holidays . Most business holidays are Christian holidays. That can be a problem for everyone else. Where possible, allow workers to swap holidays—I work for you on Good Friday if you take my shift on Yom Kippur. This will build a sense of mutual support between coworkers. After all, they are giving each other to opportunity to observe properly, which demonstrates acceptance, cooperation and goodwill that crosses religious boundaries. Once you can do that, the rivalry and the interpersonal conflict will begin to fade.
     
   
  •   Accommodate religious needs . That Muslim you employ would probably appreciate a footbath and some time each day to pray and that Sabbath-observant Jew would appreciate leaving early on Friday to make it home before sundown. If you have someone who keeps kosher (or has some other religious diet), make sure there is something they can eat at company functions. 
   
  •   Schedule meetings and functions properly . All company events should be held at a time when everyone can attend and participate fully. If you have an all hands meeting on Saturday, don’t expect your observant Jewish employees to attend (and if they do, don’t expect them to be happy). Having the company’s monthly steakhouse outing on a Friday may not go over well with your Catholic employees.