Most people don’t sit down at their desks and make a mental plan to discriminate, judge, or isolate their colleagues. Even so, these behaviors still exist in today’s organizations. Understanding the presence of these biases is the first step to recognizing that diversity brings many advantages.
Here is the self assessment that’s helped millions of individuals in organizations improve working relationships among diverse co-workers and customers. How so? The Diversity Awareness Profile, commonly known as “DAP,” is a powerful 24-item assessment that helps people to: Increase their awareness of the perceptions they have of others Assess the behaviors that most influence interaction with others Modify behaviors to build respect for others Based upon data gathered from focus group, interviews, and thousands of diversity training sessions over the past twenty years, the assessment provides individuals with a Diversity Awareness Spectrum comprised of five categories of awareness:
Naïve:
People in this category do not realize they exhibit biased behavior.
Perpetuator: People in this category are aware of their biases and prejudices and are aware that their behavior offends others.
Avoider: People in this category are aware of biases in themselves and others. They are working on their known prejudices, but they are reluctant to address inappropriate behaviors by others.
Change Agent:
In this category, people are not only aware of biases in themselves and others – they also realize the negative impacts of acting on those biases.
Fighter: People in this category are constantly aware of any behavior that seems to be biased or prejudiced, and they confront others strongly.
Use the Diversity Awareness Profile to:
Kick start a diversity training program. Improve upon an existing program. Gauge diversity awareness and the necessity of action within your organization.Transform your diverse workforce from a liability to a strategic advantage.
Find this Diversity tool at HRDQ. Learn more about this team building tool at HRDQ now:Click here to visit HRDQ
Leading Across Differences
The dynamics of diverse groups present an interesting challenge for organizations. How do you teach people of different nationalities, religions, race, and gender to work effectively together? Developed by a research team that includes The Center for Creative Leadership faculty, Leading Across Differences is a training package that offers new ways of thinking about leadership challenges, providing participants with a framework and process for better understanding their context and taking appropriate action.
Leading Across Differences is flexible enough to use for a single one-hour session or for an extended course. The package consists of a comprehensive Casebook and a Facilitator Guide. The Casebook includes the Leadership Across Differences Framework, 13 research-based cases, 11 chapters written by leadership experts, nine individual exercises, as well as references and resources to extend the learning. The information in the Facilitator’s Guide will help you craft a session or series of sessions organized around specific learning outcomes.
Table of Contents:
Foreword (Maxine Dalton and Marian Ruderman),
Preface,
Introduction,
Purpose,
Audience,and
The Organization of This Book.
How to Use This Book
PART ONE: Leadership Across Differences Framework,
Societal Landscape,
Organizational Context,
Spillover,
Faultlines,
Triggering Event,
Leadership Practices,
Increased Direction, Alignment, and Commitment.
Organizational Outcomes
PART TWO: Cases
Case 1: Race and Respect,
Case 2: Water Crises,
Case 3: Floating Holidays,
Case 4: Not My Weekend,
Case 5: It's Their Fault,
Case 6: The Scent of Difference,
Case 7: Not Catching On,
Case 8: Glass Ceiling at Big Boy Toys,
Case 9: Super Drugs,
Case 10: The Right to Be Pregnant,
Case 11: Local Bombing, Case 12: Benefits Battle, and
Case 13: Francois' Dilemma.
PART THREE: Perspectives
Social Identity: Understanding the In-Group/Out-Group Group Phenomenon (Stella M. Nkomo)
Triggers of Social Identity Conflict (Marian N. Ruderman and Donna Chrobot-Mason) Organizational Faultlines (Astrid C. Homan and Karen A. Jehn) Leadership Practices Across Social Identity Groups (Marian N. Ruderman, Sarah Glover, Donna Chrobot-Mason, and Chris Ernst) Cultural Values (Shalom Schwartz)
Approaches to Difference: Allophilia and Xenophobia (Todd L. Pittinsky) Cultural Intelligence: A Pathway for Leading in a Rapidly Globalizing World (Linn Van Dyne, Soon Ang, and David Livermore)
Social Justice and Dignity (Philomena Essed)
Miasma: The Dynamics of Difference (Ancella B. Livers and Robert F. Solomon, Jr.) Leading Across Cultural Groups: Implications of Self-Concept (Dharm P.S. Bhawuk and Vijayan P. Munusamy)
Leader Values and Authenticity (Todd J. Weber)
Leading Through Paradox (Jeffrey Yip)
PART FOUR: Exercises
Exercise 1: Mapping Your Social Identities,
Exercise 2: Your Experience with Triggers,
Exercise 3: Identifying Fault lines,
Exercise 4: Cultural Values,
Exercise 5: Approaches to Difference,
Exercise 6: Cultural Intelligence (CQ), Exercise 7: Your Leadership Practices,
Exercise 8: Examining Your Leadership Networks,and
Exercise 9: Taking a New Perspective.
Learn more about this team building tool at HRDQ now:Click here to visit HRDQ
