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Brown Bagger

This section is set up to provide a ready-made Brown Bag Session for you to use with employees and/or managers. Use as is, or adapt this information for a general employee group. You may reproduce as many copies as needed.

Cultural Competence Promoting Understanding & Respect hat is culture and cultural competence?

Why is this information important for employees and their employers? Most people understand culture in its broadest sense, and usually interpret it as something that groups possess. But culture includes not only residents who are members of racial or other ethnic minority groups – but also people that are separated from mainstream society. These individuals include those with developmental or other disabilities and, in many cases, seniors.

Therefore, developing cultural competence involves not only learning acceptance and respect for different racial and minority groups, but other subgroups as well – such as the elderly and those with disabilities. A culturally competent individual accepts and respects others, continually develops cultural knowledge, and understands how to meet the needs of minority populations.

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Cultural Sensitivity Learning about different food and dress are good introductory topics, but it’s even more important to learn about the beliefs, values, and language of any race or culture. Try learning some Spanish, for instance. You needn’t become fluent in it – but simply making an effort is a sign of respect.

However, don’t get too bogged down in a specific aspect of a culture. Regardless what you learn about the other person’s race or culture, the point is that exposing yourself to different opinions and values will go a long way toward overcoming any prejudices or misunderstandings that you may have. Put another way, learn, don’t assume!

Understanding its Importance There are numerous reasons why developing cultural competence is important. They include:  Overcoming prejudice: Learning about other races and cultures is helpful, but it’s still necessary to acknowledge that prejudice, racism, and discrimination exist. Since one can’t sweep these unfortunate truths under the rug, admitting that they occur can help people avoid denying certain experiences, April 2011

or excusing prejudicial behavior. Don’t worry if changes don’t occur immediately. For many people, especially those who haven’t been exposed to a large racial or cultural mix, bridging this gap can take time.  Acknowledging the growth in minority populations: With the impact that the increase of cultural and racial groups is having on society, rest assured the issue of cultural competence will crop up for employees and their employers, if it hasn’t yet. For instance, according to the U.S. Census Bureau, the Latino population is projected to nearly triple, from around 47 million to nearly 133 million during the next 40 years. Moreover, the Asian population is expected to increase from 5% to 9% over that same period; and the number of African-Americans in the U.S. is projected to jump from 41.1 million, or 14% of the population in 2008, to 65.7 million, or 15% in 2050.  Addressing barriers to services: Cultural differences may create obstacles to providing effective services. New approaches may be necessary to address these differences. Acquiring new insights reduces barriers, which, in turn, improves the quality of services available to employees.  Enhancing communication and building trust: Barriers will also occur if differences in communication – which include not only language but also differences in non-verbal communication such as gesturing, facial expressions, eye contact, and personal space – aren’t taken into account. Individuals who are able to understand each other are more likely to develop trusting relationships.

Characteristics The key traits (i.e. characteristics) of culturally competent employees and employers should include:  Warmth: Someone who is pleasing, who is willing to work with residents from different backgrounds, and who has unconditional acceptance of cultural and other differences; EA Report Brown Bagger 1

Brown Bagger  Empathy: Someone who is sensitive to other people’s feelings, and who has the ability to accurately and tactfully communicate with others; and  Genuineness: Someone with the ability to be flexible and spontaneous, and who is authentically “open” and not phony with others.

General Disability Etiquette Keeping in mind that seniors and persons with disabilities are also members of minority groups, it’s worth noting that a culturally competent individual will also be someone who practices proper disability etiquette. Employees and managers may be familiar with some of the following tips, but they bear repeating as a reminder that older people and those with disabilities, not just Latinos, Native Americans, African-Americans, etc., need acceptance and respect.  Don’t assume. People with disabilities are the best judge of what they can or cannot do. When in doubt, ask.  Respond graciously to requests. When people with a disability ask for an accommodation in the workplace, it’s not a complaint. It shows they feel comfortable enough to ask for what they need.

Accommodations might include: when reading, provide written information on audiotape; or provide pictures, symbols, or diagrams instead of words.  Put the person first. Use “people-first” language.

Say “person with a disability” rather than “disabled person,” or “person who is blind” rather than “blind person.” Addressing the person first, and the disability second emphasizes the individual as a respected and valued person, rather than placing a label on the individual as having a disability. Many people with disabilities also dislike jargon-based terms like “physically challenged.” Moreover, some people with hearing difficulties are offended by the term “hearing impaired,” while others may not object to it. People have their own preferences. If you’re not sure how to address an individual, ask.

Enhancing Group Communication Just as it is important to engage individuals from other cultures in a respectful and warm manner, it’s also crucial to promote the same qualities when talking with family members and/or others in the community 2 EA Report Brown Bagger

about minority employees with workplace problems.

Keep the following concepts in mind:  Who is the key decision maker? Given the individual’s cultural background, determine who is recognized as a family authority, and thus should be included in key conversations and decisions about the individual’s current level of functioning in the workplace.  Briefly explain the prescribed treatment and explain the role of each participant. Acknowledge that this may differ from what the individual employee and the family’s prior experience would lead them to expect.  Help determine the resources available to the individual employee and his/her family. Have either dealt with similar problems? If so, what specific cultural assistance was used in the past? What was the outcome? Summarize the problem as you, as an EA professional, understand it and make sure that individual and their families know that you comprehend it.

Promoting Diversity We have all heard about the need for workplaces to embrace diversity. Today’s workplaces are built on teams, which means that managers need to get a variety of employees to effectively work together to accomplish the task at hand.

However, failure to adequately address diversity issues impacts more than productivity. Diminished morale may erode commitment to the organization and result in higher rates of turnover or absenteeism.

It may also leave the company at a disadvantage when attempting to attract capable and innovative new employees.

Put another way, absence of diversity may lead to loss of creativity and innovation that can adversely affect a company. Today’s workplaces need more than a mere appreciation of diversity, they require a “respectful” approach to day-to-day operations.

Employee Assistance Programs are in a prime position to assist in this effort.

Respect & Communication What is respect? How do we get others to practice respect? Self-awareness is an important element.

Everyone needs to feel heard. Literature on workplace violence suggests that people who cause violence did not feel that anyone was listening to them.

Therefore, as previously noted in the Characteristics section, taking the time to listen with genuine concern and compassion is an important first step. Seeking understanding is a second. Approaching April 2011

communication with curiosity about other points of view helps individuals to feel valued, even if you don’t agree with them.

Culture describes a specific group’s preferences or assumptions about what is right and wrong. Culture may be expressed in terms of behaviors or symbols, and it includes boundaries, which are different for everyone. We don’t usually think about personal boundaries until they have been “crossed.”

Even then, we usually don’t say anything to avoid appearing rude or because we’re caught “off guard.” As a society, we generally are not comfortable discussing boundaries about language, touching, physical proximity, or even clothing – and yet these areas may profoundly affect the workplace.

Silence perpetuates problems and may be viewed as a sign of approval.

Bear in mind that “we” see things as WE ARE, not as SOMEONE ELSE is. This understanding can help with perceptions – since perceptions become judgments and, eventually lead to action (good or bad).

Managers’ Role in Diversity As managers and supervisors look to create a respectful workplace, it is important for them to remember that the views of others are seldom “wrong,” they’re just different. Managers need to talk about boundaries with their employees. Learning to respect the boundaries of others will help prevent potential conflicts and other problems. Managers should strive to create a “safe” environment in which all kinds of workplace problems are discussed.

What is a practical example of developing a diverse workforce? Teachers are one good case in point.

National Education Association (NEA) studies suggest that greater diversity among teachers promotes student achievement as well as improving school-parent communication and parental involvement. As a result, recruiting a diverse faculty has become a primary aim of many educational institutions.

EAP’s Role in Promoting Diversity Employee Assistance Programs can play a major role in promoting workplace diversity and creating respectful workplaces. Developing seminars or workshops, newsletters, posters, or other resources that increase self-awareness and cultural awareness may prove useful.

In addition, promoting effective communication through skill training or development of other communication tools is another option that may address a number of issues simultaneously. For instance, EAPs may partner with HR to deliver trainings or April 2011

Brown Bagger presentations about diversity and culture at company new hire orientations or department meetings.

Encouraging cross-cultural activities is yet another idea for EA professionals to consider. Provide opportunities for employees to interact with co-workers who are racially and/or culturally different. For example, you could encourage employees of a specific race and/or culture to prepare an ethnic food for lunch, or for management to sponsor a field trip to an ethnic fair that introduces employees to the dress, dances, food, and other areas unique to a certain culture.

Consultation and collaboration with managers is a major function of most EAPs. The EAP may assist managers by discussing the following steps to consider when dealing with issues related to diversity, culture, respect, and communication: 1) Inquire. Clarify what the person meant and their view of the situation. Remember, how you view an issue is probably not the way that someone else will look at it.

2) Show empathy. Acknowledge emotions, and demonstrate acceptance and understanding of other people’s feelings.

3) Educate. Help others understand the value of diversity, cultural competence, respect, and communication.

4) Encourage management and work teams to state their needs and expectations. This is especially true as it relates to an employee’s workplace behavior.

However, regardless of the situation, never assume that different cultural groups understand each other’s needs and expectations – they very likely do not!

5) Don’t allow entrenched positions to develop. If this occurs, employees will probably feel they need to “pick sides.” This can create long-term havoc within the company or other organization.

6) Emphasize that blaming others doesn’t accomplish anything. Encourage everyone – management and employees – to be responsible for their own actions and choices. People should also be willing to change their behavior as needed.

Sources: “Linguistic and Cultural Diversity – Building on America’s Strengths”; David Worster, LICSW, CEAP, director of EAP services for Concord Hospital in Concord, NH; “Disability Etiquette,” a publication of the United Spinal Association; and “Achieving Cultural Competence,” by the Administration on Aging.

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Brown Bagger H A N D O U T Addressing Cultural & Racial Barriers  Recognize that bias exists. Acknowledge that because we live in a society where many biases exist, we must counteract them – or we will support them through our silence. Even if prejudices are not present in a specific work setting, this doesn’t mean that they don’t exist. Like it or not, we can’t sweep these unfortunate truths under the rug.  Show no bias yourselves. Remember that bias, or the lack thereof, starts in the home. Don’t discriminate with the teachers, doctors, barbers, beauticians, and friends that you choose, or in the stores where you shop. Recognize that values are caught more than they’re taught. If children hear you saying that prejudices are bad, but they never see you interacting with people of a different race or culture, what are you really telling them?  Practice cultural, racial, and/or other sensitivity. Because bias is often the result of a lack of information, it’s crucial to not assume.

Take the time to learn about the beliefs, values, and practices of a race or other cultural group.

Show respect. For example, if there is a hearingimpaired individual on your work team, try learning some sign language. You needn’t become fluent at it – simply making an effort is a sign of respect. Exposing yourself to different opinions and values will go a long way toward overcoming any prejudices or misunderstandings that you may have.  Don’t tolerate prejudicial behavior.

Employees sometimes forget that zero tolerance of prejudice applies to them, not just their children. Employees need to stand up to peers who use racial put-downs, even if they don’t mean anything by them. For instance, an employee might respond to his or her use of a racial joke by saying something like, “Aw, you know I didn’t mean anything by it!” Is this, in fact, really the case – or is it possible that this person secretly harbors some sort of prejudice, even if he/she

doesn’t realize it? Employees must admit to their own misgivings, find a good listener (not a person in that ethnic group), and determine the real reasons behind the behavior.  Recognize and appreciate each other’s differences. While it’s important for managers and supervisors to treat their employees fairly – they needn’t take this so far that they, in essence, “pretend” that racial and/or cultural differences don’t exist. Acknowledge that people are different and that everyone is “connected” to the culture (and in many cases, language) of their homeland.

The EA professional can play a pivotal role in addressing the barriers that may be preventing an employee of a given racial or ethnic background, from seeking employee services.  Encourage cross-cultural activities. As stated in the main article, promoting opportunities for employees to interact with co-workers who are racially and/or culturally different; can go a long way toward overcoming any prejudices or other misgivings that employees might have.

Such fun events might even enhance morale! The possibilities, which the EA professional and HR could collaborate on, are nearly endless: an onsite ethnic food festival; a training that demonstrates how one group communicates differently than another one; etc.

Summary The goals in becoming more culturally competent are twofold: for the EA professional, it helps address barriers that might exist that prevent certain employees from seeking services available through the EAP. For employees and their employers: it involves continuing to learn about differences to improve communication, and to rid themselves of any stereotypes and prejudices that might be in place.

Cultural competence – regardless of the minority group – demands an approach in which knowledge, not assumptions, becomes the norm.

Source: “Achieving Cultural Competence,” by the Administration on Aging.

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