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CULTURE AND DIVERSITY
By Emmanuel Ngomsi
Culture refers to the fundamental values and norms that a group of people—such as an ethnic group, a nation, a corporation, or some other organization or profession—holds or aspires to hold. Every culture distinguishes itself from others by the specific ways it prefers to solve certain problems, such as those that arise from relationships with other people, from the passage of time, and in dealing with the external environment. Groups of people have "typical" cultural traits that can be identified by observing situational behaviors and predominant tendencies in problem solving. Recognizing that a group exhibits certain "typical" cultural traits does not mean that every person in that group has precisely those characteristics. That would be stereotyping. The way in which attitudes are expressed in a business organization and the way employees are evaluated and rewarded are labeled "corporate culture."
Diversity is the similarities, as well as the differences, among and between individuals at all levels of the organization, and in society at large. Diversity of thought is critical to reaching the most innovative, customer-focused solutions to the many issues, problems and challenges confronting our business. As such, it is the responsibility of every manager to value and secure diversity of thought in his/her work unit by employing and developing the highest-caliber individuals differing from one another culturally, intellectually and experientially, as well as by race, gender, physical and mental abilities, and other factors.
Training people in cultural diversity requires that each member understand that he/she is a cultural entity different from others. Most of us now understand what makes us different from each other. In this regard, teaching cultural diversity for the sake of the initiative or as a mandate is not enough. It is sometimes even counter productive. Diversity education must be taken to a higher level by bringing workers to the understanding that our diversity should be considered not as liability that hinders work relationship, but rather as assets to enhance engagement and job satisfaction and ultimately increase productivity. Cultural diversity training must be coupled with a team building facilitation interactive activities.
CULTURE AND DIVERSITY
Culture refers to the fundamental values and norms that a group of people—such as an ethnic group, a nation, a corporation, or some other organization or profession—holds or aspires to hold. Every culture distinguishes itself from others by the specific ways it prefers to solve certain problems, such as those that arise from relationships with other people, from the passage of time, and in dealing with the external environment. Groups of people have "typical" cultural traits that can be identified by observing situational behaviors and predominant tendencies in problem solving. Recognizing that a group exhibits certain "typical" cultural traits does not mean that every person in that group has precisely those characteristics. That would be stereotyping. The way in which attitudes are expressed in a business organization and the way employees are evaluated and rewarded are labeled "corporate culture."
Diversity is the similarities, as well as the differences, among and between individuals at all levels of the organization, and in society at large. Diversity of thought is critical to reaching the most innovative, customer-focused solutions to the many issues, problems and challenges confronting our business. As such, it is the responsibility of every manager to value and secure diversity of thought in his/her work unit by employing and developing the highest-caliber individuals differing from one another culturally, intellectually and experientially, as well as by race, gender, physical and mental abilities, and other factors.
Regardless to various narrow and incomplete definitions and assessments of Diversity, it remains broadly recognized that DIVERSITY IS NOT:
Emmanuel Ngomsi, Ph.D.,
Intercutural and Diversity Trainer
www.universalhighways.com
1-888-646-5656
This article was published in the Small Business Monthly (Kansas City) in February 2006.
By Emmanuel Ngomsi
Culture refers to the fundamental values and norms that a group of people—such as an ethnic group, a nation, a corporation, or some other organization or profession—holds or aspires to hold. Every culture distinguishes itself from others by the specific ways it prefers to solve certain problems, such as those that arise from relationships with other people, from the passage of time, and in dealing with the external environment. Groups of people have "typical" cultural traits that can be identified by observing situational behaviors and predominant tendencies in problem solving. Recognizing that a group exhibits certain "typical" cultural traits does not mean that every person in that group has precisely those characteristics. That would be stereotyping. The way in which attitudes are expressed in a business organization and the way employees are evaluated and rewarded are labeled "corporate culture."
Diversity is the similarities, as well as the differences, among and between individuals at all levels of the organization, and in society at large. Diversity of thought is critical to reaching the most innovative, customer-focused solutions to the many issues, problems and challenges confronting our business. As such, it is the responsibility of every manager to value and secure diversity of thought in his/her work unit by employing and developing the highest-caliber individuals differing from one another culturally, intellectually and experientially, as well as by race, gender, physical and mental abilities, and other factors.
Training people in cultural diversity requires that each member understand that he/she is a cultural entity different from others. Most of us now understand what makes us different from each other. In this regard, teaching cultural diversity for the sake of the initiative or as a mandate is not enough. It is sometimes even counter productive. Diversity education must be taken to a higher level by bringing workers to the understanding that our diversity should be considered not as liability that hinders work relationship, but rather as assets to enhance engagement and job satisfaction and ultimately increase productivity. Cultural diversity training must be coupled with a team building facilitation interactive activities.
CULTURE AND DIVERSITY
Culture refers to the fundamental values and norms that a group of people—such as an ethnic group, a nation, a corporation, or some other organization or profession—holds or aspires to hold. Every culture distinguishes itself from others by the specific ways it prefers to solve certain problems, such as those that arise from relationships with other people, from the passage of time, and in dealing with the external environment. Groups of people have "typical" cultural traits that can be identified by observing situational behaviors and predominant tendencies in problem solving. Recognizing that a group exhibits certain "typical" cultural traits does not mean that every person in that group has precisely those characteristics. That would be stereotyping. The way in which attitudes are expressed in a business organization and the way employees are evaluated and rewarded are labeled "corporate culture."
Diversity is the similarities, as well as the differences, among and between individuals at all levels of the organization, and in society at large. Diversity of thought is critical to reaching the most innovative, customer-focused solutions to the many issues, problems and challenges confronting our business. As such, it is the responsibility of every manager to value and secure diversity of thought in his/her work unit by employing and developing the highest-caliber individuals differing from one another culturally, intellectually and experientially, as well as by race, gender, physical and mental abilities, and other factors.
Regardless to various narrow and incomplete definitions and assessments of Diversity, it remains broadly recognized that DIVERSITY IS NOT:
- A program designed to make White Males feel guilty: Diversity does not target any section of the population
- Develop Women and Minorities at the expense of White Males: It would be wrong to use diversity to create camps of winners and losers.
- Lowering standards performance: Skills, competence and performance should always dictate hiring, promoting and retaining workers.
- A replacement or substitute for Affirmative Action: AA is a program set by legislators and could fade away and disappear; Diversity is a long term natural process that will never go away.
- A short term process: Where diversity does not exist, it is in our interest to create and develop it.
- An option: Diversity is imposed on us by the nature of humans and by the workplace
Emmanuel Ngomsi, Ph.D.,
Intercutural and Diversity Trainer
www.universalhighways.com
1-888-646-5656
This article was published in the Small Business Monthly (Kansas City) in February 2006.