"A" WORK DISCUSSION BOARD
Unit Lesson
In this unit, we will discuss strategies for evaluating the diversity and inclusion of an organization culture. We will also discuss strategies for transforming an organization culture to embrace diversity and inclusion. These are skills that distinguish exceptional leaders.
Evaluating the Diversity and Inclusion of an Organization Culture
Before you can lead an organization toward transformation, you first must assess where it is currently and whether a transformation is needed. Diversity and inclusion are typically examined through interview and observation. These methods may be supplemented by a questionnaire, but a questionnaire alone is not sufficient because the questionnaire typically reflects only espoused values, not real values (Friesenborg, 2015; Schein, 2009). As a result, during this unit, you will evaluate organization culture by examining articles and videos that contain observations and interviews with people who are members of that organization culture. As you read the articles and watch the videos, you will also be able to make further observations.
Your evaluation of an organization’s culture should begin by describing both current and historical trends within that culture. In this case, these trends will be described as they relate to diversity and inclusion. From the observations and interviews provided in the articles and videos, you are looking for patterns in people’s thought-behavior processes within the organization. From the past through the present, what has been the trend in terms of diversity within the organization? For the same time period, what has been the trend in terms of inclusiveness across demographic groups within the organization?
As you examine the organization’s current and historical trends related to diversity and inclusion, identify problem areas. This may be accomplished by evaluating the organization culture’s system of values, behaviors, and outcomes. Look at the Socio-Cognitive Systems Learning
Model (Friesenborg, 2015, p. 9). (If you need another copy, a link is provided in the unit readings.) Analyze the observations and the interviews to identify the values, behaviors, and outcomes. Overall, do they more closely mirror the values, behaviors, and outcomes of Model I or Model II?
Digging a bit deeper, take a closer look at the specific values, behaviors, and outcomes of Model I. Which of those Model I values, behaviors, and outcomes do you see reflected in the interviews and observations in the articles and videos? The more closely the organization culture’s values, behaviors, and outcomes resemble Model I, the greater the degree of dysfunction there is within the organization culture. On the flip side, the more closely the organization culture’s values, behaviors, and outcomes resemble Model II, the healthier and more productive is the organization culture. This is, in essence, one way to evaluate organization culture. Evaluation is the first step for guiding transformative change.
Model I patterns are typically evident in the interpersonal problems within an organization. As you determine whether those problems revolve around diversity and inclusion, consider whether dividing lines—visible or invisible—exist between people of different demographic backgrounds. Pay special attention to the words people use to describe each other, the ways that they talk to and about each other, and the ways they act around each other. Problems between people of different demographic backgrounds point to a lack of diversity as well as exclusion of people based on their demographics. These problems are reflected by ways people think, such as their stereotypes, as well as the ways people act, such as harassment or discrimination.
Use of Self as an Instrument for Change
Now that we have discussed how to identify problem areas within the organization culture, particularly as they relate to diversity and inclusion, we need to consider how to lead change. How do we correct those problems? How can we make people change? The truth is that you cannot make people change. However, you can lead people by influencing them to want to change and by helping them to achieve that change.
You help people change through use of self or self as instrument. “Use of self is the conscious use of one’s whole being in the intentional execution of one’s role for effectiveness in whatever the current situation is presenting” (Jamieson, Auron, & Shechtman, 2010, p. 5). Use of self means that you use what you have learned to help other people. To help people change, you will leverage the leadership skills you have learned through this course—which you will further develop through practice—to guide change. On a collective level, this is how you shape the organization culture.
Transforming Stereotypes
First, we will look at how you can transform stereotypes. Stereotypes are assumptions that we make about people by classifying them to draw conclusions. Often stereotypes are driven by demographic differences. One way to help people transform their stereotypes is to follow the A.R.T. approach, identified by Smith and Watson (2009). A.R.T. stands for awareness, recognition, and transformation. Your use of self is instrumental for guiding each stage of the “A.R.T. approach.
Awareness
The first step is A, which stands for awareness. This step involves uncovering assumptions you may have about people based on their demographics (Smith & Watson, 2009). To illustrate this point, we will try this quick-response exercise. Fill in the blank with the first word that comes to mind. Do it quickly, and for the purposes of this activity, do not self-censor.
Women are __________________.
Hispanics are __________________.
Gays and lesbians are __________________.
People in wheelchairs are __________________.
Black men are __________________.
Republicans are __________________.
Men who dress like women are __________________.
Democrats are __________________.
Immigrants are __________________.
Through this exercise, did you find yourself listing stereotypes that are common within the American culture? Perhaps those stereotypes have even crept into your own thinking. That is difficult for you to answer because people typically exhibit a blindness or a skilled unawareness of their own Model I patterns.
One of the best ways to test your assumptions or stereotypes is to dialogue with other people, applying the behaviors listed for Model II in the Socio-Cognitive Systems Learning Model (Friesenborg, 2015). This will help you identify Model I dysfunctions, such as contradictions between your words and your actions (i.e., contradictions between your espoused values—reflected in your words—and your real values, which are reflected in your behaviors; Friesenborg, 2015; Schein, 2009). Through dialogue with other people, you may come to realize self-centered values that you have harbored. You may come to realize that you have been practicing dysfunctional Model I behaviors, such as pursuing unilateral control, being defensive, and blaming other people. You may also identify Model I outcomes that are reflected in your stereotypes or otherwise tense relationships with other people. As a leader, you should apply this A.R.T. approach both to evaluate and transform your own ways of thinking, as well as to help other people evaluate and transform their ways of thinking. You do that by dialoging with them.
Recognition
The next step is R, which stands for recognition. In this stage of the A.R.T. approach, you will help people discover that there is an alternative to the dysfunctional system of values, behaviors, and outcomes that they have been practicing (Smith & Watson, 2009). Introduce them to the alternative: the healthier, more productive system of values, behaviors, and outcomes. That alternative is Model II. Help them to realize that they do not have to continue living with those dysfunctions and stereotypes. They can experience a much better alternative. Help them realize that the alternative is freeing. Model II frees them from the pit of dysfunction.
Transformation
The next step is T, which stands for transformation. In this stage of the A.R.T. approach, you will help people change (Smith & Watson, 2009). You will help them transform the ways they think from Model I to Model II. First, you helped them become aware of their stereotypes, realizing that those stereotypes festered within their Model I values. You helped them see how their espoused and real values contradicted each other, which was evident in the contradiction between their words and actions. Next, you helped them recognize the alternative to their Model I dysfunctions. You helped them find hope that there is an alternative, through Model II. Now, you are going to help them transform (Argyris, 2000, 20014, 2006a, 2006b, 2010; Argyris & Schön, 1996; Friesenborg, 2015; Smith & Watson, 2009).
Transformation happens when people develop Model II values, seek to understand other people, and seek to understand their true selves (Friesenborg, 2015). They test their assumptions, or their stereotypes, in order to ensure that no contradiction exists between their espoused values (i.e., their words) and their real values (i.e., expressed through their behaviors; Friesenborg, 2015; Schein, 2009). The best way to test assumptions or stereotypes is through Model II dialogue. Think back to the first-response exercise that you completed a few minutes ago, where you filled in the blanks. The best way to test your assumptions or stereotypes with regard to the word you placed in the blank is to dialogue with people from that demographic background. Talk to them. Have a conversation that is deeper than superficial. Get to know people of these backgrounds, and be careful not to generalize their personalities or situations to other people of that demographic background. Through the A.R.T. approach, you can help people to honor diversity and appreciate diverse demographic backgrounds.
Transforming Behaviors
While transforming stereotypes focuses on changing thinking patterns, transforming behaviors focuses on helping people within a culture change their words and actions. Through use of self, you can help people change their dysfunctional behaviors and replace them with healthy, productive behaviors. In this case, you can help people abandon discriminatory or harassing behaviors that target people of other demographic backgrounds, and you can help them develop new, more productive, behaviors.
Katz and Miller (2014) developed one approach that is helpful for abandoning dysfunctional behaviors and replacing them with productive, new behaviors. They identified seven From => To strategies for leading change in today’s organizations:
“From: A judging mode To: A joining mode” (p. 41).
“From: Leaders ‘taking care of people,’ reluctant to give feedback or hold people accountable To: Leaders caring about people and holding them accountable” (p. 41).
“From: Leaders fostering an environment of competition To: Leaders co-creating a workplace where colleagues join one another as partners” (p. 42).
“From: Keep problems hidden To: Make problems visible and solve them at their root cause” (p. 42).
“From: Leaders follow orders To: Leaders have the courage to do what is right and challenge the status quo” (p. 43).
“From: Leader is all knowing, in control To: Leader as a guide, coach, and teacher” (p. 43).
“From: Go faster to go faster To: Slow down to go faster—build speed through interaction and developing trust” (p. 43).
These seven From => To strategies can help people transform their behaviors when it comes to diversity and inclusion as well. In other words, these seven From => To strategies can help people make the commitment to no longer engage in discrimination or harassment. Instead, the To statement identifies an alternative strategy that will lead to a healthy, productive organization culture, including one that honors diversity and inclusion.
You can lead this change—this transformation—by using the Model II process. With the transforming stereotypes stage, you focused on Model II values. To transform behavior, you will focus on Model II behaviors and outcomes. You will apply Model II through use of self. To help guide this change from an old behavior to a new behavior, it will be important to consider who will be involved in the process. In other words, which people are essential to the conversation? Which people are essential for the change to occur? What would the intervention or change process look like? What would be the indicators for identifying whether or not the strategy was achieved? How would these strategies lead to change among all individuals or demographic groups who are involved within the organization culture?
