We can transform our neighborhoods, institutions, and governments into equitable, non-oppressive, and diverse communities. If you are interested in receiving an electronic copy of one the presentations, just download their Materials Request Form found on the main Training Presentations page under "related files" , complete the form, and email it to NEEPethics yahoo.
Collins, C. What is white privilege, really? Teaching Tolerance, 60 : This article explains white privilege, gives the history of white privilege, examines how white privilege differs from racism, and offers guidance on using white privilege for positive change. Chapter 8: Respect for Diversity in the "Introduction to Community Psychology" explains cultural humility as an approach to diversity, the dimensions of diversity, the complexity of identity, and important cultural considerations.
Kagawa-Singer, M. The Cultural Framework for Health: An integrative approach for research and program design and evaluation. Culture Matters is a cross-cultural training workbook developed by the Peace Corps to help new volunteers acquire the knowledge and skills to work successfully and respectfully in other cultures.
Proclaiming Our Roots : Learn more about the lived experiences of Black and Indigenous folx through their digital stories. The Multicultural Pavilion offers resources and dialogue for educators, students and activists on all aspects of multicultural education.
The National Center for Cultural Competence at Georgetown University increases the capacity of health care and mental health programs to design, implement and evaluate culturally and linguistically competent service delivery systems. Publications and web links available. Montgomery, AL Axner, D. The Community leadership project curriculum.
Pomfret, CT: Topsfield Foundation. Banks, J. Educating citizens in a multicultural society. Brown, C. Healing into action. DuPraw, M. Working on common cross-cultural communication challenges. In Martha McCoy, et. Pomfret, CT: Topsfield Foundation, Ford, C.
We can all get along: 50 steps you can take to end racism. Kaye, G. From the ground up: A workbook on coalition building and community development. Available from Tom Wolff and Associates. McCoy, M. Toward a more perfect union in an age of diversity: A guide for building stronger communities through public dialogue.
McIntosh, P. White privilege and male privilege: A personal account of coming to see correspondences through work in women's studies. Murphy, Frederick.
New York: Springer. Okihiro, G. Margins and mainstreams: Asians in American history and culture. Takaki, R. A different mirror: A history of multicultural America. Boston: Little, Brown and Company. Skip to main content. Toggle navigation Navigation. Chapter Chapter 27 Sections Section 1.
Healing from the Effects of Internalized Oppression Section 4. Building Culturally Competent Organizations Section 8.
Multicultural Collaboration Section 9. Transforming Conflicts in Diverse Communities Section Building Inclusive Communities. The Tool Box needs your help to remain available.
Toggle navigation Chapter Sections. Section 1. Learn how to understand people's cultures, promote engagement with others, and build strong, diverse communities. What is culture? Why is culture important? Why is understanding culture important if we are community builders?
What kind of cultural community can you envision for yourself? Here is one viewpoint. In this way, culture can break down the boundaries between siloed teams, guide decision-making, and improve workflow overall. On the flip side, a toxic organizational culture has the capacity to do just the opposite. A healthy culture addresses both of these areas by finding an appropriate balance based on company values.
Does your company stress performance to such a degree that you feel like your physical and mental health are being overlooked? To be properly effective they need to be developed in a holistic way, consistent with a business culture that is conducive to their success.
That means supportive management behaviours, flexible working options and an open culture that allows employees a voice and some say in shaping the working environment. So what are your next steps? Find out what aspects of your organizational culture are most important to your people, and think about performing a culture audit. Your goal is to discover what your people value most and support that.
Read more by Corey Moseley. Jostle Corporation is the creator of a new kind of employee intranet. Find out more at www. All rights reserved. Product Resources Podcast Subscribe Search…. Share this:. An employer must begin with a thorough understanding of what culture is in a general sense and what their organization's specific culture is.
At the deepest level, an organization's culture is based on values derived from basic assumptions about the following:. Culture is a nebulous concept and is often an undefined aspect of an organization. Although extensive academic literature exists relating to the topic of organizational culture, there is no generally accepted definition of culture. Instead, the literature expresses many different views as to what organizational culture is. Organizational culture can manifest itself in a variety of ways, including leadership behaviors, communication styles, internally distributed messages and corporate celebrations.
Given that culture comprises so many elements, it is not surprising that terms for describing specific cultures vary widely. Some commonly used terms for describing cultures include aggressive, customer-focused, innovative, fun, ethical, research-driven, technology-driven, process-oriented, hierarchical, family-friendly and risk-taking.
Because culture is difficult to define, organizations may have trouble maintaining consistency in their messages about culture. Employees may also find it difficult to identify and communicate about perceived cultural inconsistencies. Organizational leaders often speak about the unusual natures of their company cultures, seeing their domains as special places to work. But organizations such as Disney and Nordstrom, which are well-known for their unique cultures, are rare.
Most company cultures are not that different from one another. Even organizations in disparate industries such as manufacturing and health care tend to share a common core of cultural values. For example, most private-sector companies want to grow and increase revenues.
Most strive to be team-oriented and to demonstrate concern for others. Most are driven, rather than relaxed, because they are competing for dollars and market share. Some of the cultural characteristics that distinguish most organizations include the following. At the heart of organizations' cultures are commonly shared values.
None is right or wrong, but organizations need to decide which values they will emphasize. These common values include:. The degree of hierarchy is the extent to which the organization values traditional channels of authority. The three distinct levels of hierarchy are "high"—having a well-defined organizational structure and an expectation that people will work through official channels; "moderate"—having a defined structure but an acceptance that people often work outside formal channels; and "low" —having loosely defined job descriptions and accepting that people challenge authority.
An organization with a high level of hierarchy tends to be more formal and moves more slowly than an organization with a low level of hierarchy. The degree of urgency defines how quickly the organization wants or needs to drive decision-making and innovation. Some organizations choose their degree of urgency, but others have it thrust on them by the marketplace. A culture with high levels of urgency has a need to push projects through quickly and a high need to respond to a changing marketplace.
A moderate level of urgency moves projects at a reasonable pace. A low level of urgency means people work slowly and consistently, valuing quality over efficiency. An organization with high urgency tends to be fast-paced and supports a decisive management style.
An organization with low urgency tends to be more methodical and supports a more considered management style. Organizations usually have a dominant way of valuing people and tasks. An organization with a strong people orientation tends to put people first when making decisions and believes that people drive the organization's performance and productivity.
An organization with a strong task orientation tends to put tasks and processes first when making decisions and believes that efficiency and quality drive organization performance and productivity. Some organizations may get to choose their people and task orientations. But others may have to fit their orientation to the nature of their industry, historical issues or operational processes.
Every organization puts an emphasis on certain functional areas. Examples of functional orientations may include marketing, operations, research and development, engineering or service.
A hospitality company may focus on operations or service, depending on its historical choices and its definition in the marketplace. Employees from different functions in the company may think that their functional areas are the ones that drive the organization. Organizational leaders must understand what most employees perceive to be the company's functional orientation. Any organization can have a mix of subcultures in addition to the dominant culture. Subcultures exist among groups or individuals who may have their own rituals and traditions that, although not shared by the rest of the organization, can deepen and underscore the organization's core values.
Subcultures can also cause serious problems. For example, regional cultures often differ from the overall culture that top leadership tries to instill. Perhaps aggressiveness that is common in one area may not mesh with a culture emphasizing team building.
Or an organization with a culture built around equality may have trouble if the national culture emphasizes hierarchy and expects people to bow to authority. Employers must recognize those differences and address them directly. An organizational culture tends to emerge over time, shaped by the organization's leadership and by actions and values perceived to have contributed to earlier successes. A company culture can be managed through the cultural awareness of organizational leaders and management.
Managing a culture takes focused efforts to sustain elements of the culture that support organizational effectiveness. An organization's customs, traditions, rituals, behavioral norms, symbols and general way of doing things are the visible manifestation of its culture; they are what one sees when walking into the organization.
The current organizational culture is usually due to factors that have worked well for the organization in the past. See How to Create a Culture of Civility. Founders typically have a significant impact on an organization's early culture. Over time, behavioral norms develop that are consistent with the organization's values.
For example, in some organizations, resolution of conflicts is hashed out openly and noisily to create widespread consensus, whereas in other places disputes are settled hierarchically and quietly behind closed doors. Though culture emerges naturally in most organizations, strong cultures often begin with a process called "values blueprinting," which involves a candid conversation with leaders from across the organization.
Once the culture is framed, an organization may establish a values committee that has a direct link to leadership.
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