HEALTHCARE MANAGEMENT
achievement are accorded minority workers. More fundamental is the need to listen to them and facilitate an environment where their attitude is moved from a passive to effective role and from trying to survive to a partnering role. (Figure 1). The real environment of most hospitals is that of the minority worker arriving the workplace full of enthusiasm about his or her role only to be ‘knocked back’ by a general attitude that says: “we hired you, but please keep away from us”. Efforts directed at mutual friendship and acceptance is rebuffed; suggestions are ignored; assertiveness seen as aggression; politeness construed as laziness and critical thinking seen as obstinacy. When white employees fail to acknowledge minority colleagues because they assume an air of superiority or that their way is the only way, the collective value of individual contributions is greatly diminished. In such an environment, employees become either passively uncritical; mere survivors or just conformist rather than effective, critically involved human beings. (Figure 2). The minority worker from my experience and research has the motto: ‘live and let’s live’. He or she seeks an environment that would challenge them to their maximum capability and to attain a higher level of personal achievement based on their God given talent. However, from figure 2, it is my opinion that the immediate need of minority employees is not physiological nor is the second level safety, but justice – fair play, trust and genuineness followed by recognition. The minority worker like mainstream whites also has a fundamental need for recognition, appreciation and acceptance of his or her contribution towards the attainment of company goals. Minorities have a need to be one of the boys or girls; a need to be involved and a higher need for challenge and achievement. When the minority worker feels that her words and actions go un-noticed, serious
Critical Involvement
Passive
Effective
Survivor
Partner/Conformist
Uncritical Involvement
Figure 1
emotional problems is likely to ensue. Therefore, top management should also create working conditions and methods of operation and assessment where people regardless of colour, sexuality, race or gender can maximise their strengths. Hospital systems should stop the tendency of putting square pegs in round holes or focusing on overcoming people’s weaknesses rather than maximising their strengths. The focus must shift to personality-to-jobfit and personality-to-culture fit that would allow for integration rather than the continued segregation of workers by poor managerial policies. Winning with diversity
Hospitals that really care about diversity can learn from the most successful coach in the NBA - Phil Jackson of LA Lakers. Mr. Jackson has become the most successful coach in the NBA not only because he has coached some of the best players in the NBA – Rick Fox, Michael Jordan, Shaquille O’Neal, Scottie Pippen, Kobe Bryant, and Dennis Rodman, but the fact that coach Jackson
To increase organisational effectiveness, I suggest a new hierarchy of needs:
JUSTICE RECOGNITION RESPECT FREEDOM SECURITY Figure 2
recognises that a winning team is not only built around superstars, but also with lesser talent- all working together for a common goal. In fact, it is the coach’s and therefore management’s ultimate responsibility to integrate disparate elements of unequal abilities into a smoothly running unit, while overcoming obstacles such as hatred, jealously, resentment, un-equal pay, overblown egos, race and gender issues. Success in sport or business is all about managing and enhancing human relationships within a corporate culture that encourages constructive disagreement. Therefore, managers must put in place a code of conduct that ensures that everyone is treated with respect, dignity and honor; a prima donna mentality must not be allowed. Without respect and an open environment where people feel free to share thoughts and feelings, an organisation’s creative energy and ingenuity can wane and this is usually the case in cultures lacking in people integration. How can a hospital system get the most out of its diverse workforce?
How can it ensure that these individuals interact effectively with each other? And what can a company do when races clash? Make no mistake, it’s a delicate balance, and one that requires in my opinion, moral leadership- the capacity to distinguish right from wrong and doing right; seeking the just, the honest, the good and right conduct. Moral leadership gives life to people and enhances the chance of diversity succeeding by treating everyone fairly, eliminating barriers to equal opportunity and emotionally connecting every employee to a common, meaningful purpose. Rethinking Diversity-Lessons from History Lance Armstrong won the Tour de France as a member of the U S Postal Team; his team mates were not selected to be just like Lance Armstrong, but were chosen to complement Lance’s strengths. The result was a team composed of
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