Activity 1: How Much of a Diversity Change Agent are You? Activity 2: Assessing Your Comfort with Diversity Activity 3: Diversity Gifts Activity 4: Diversity Coat of Arms Activity 5: How Do You Manage Diversity? Activity 6: Integrating Diversity Into All Training Activity 7: Building Relationships One-on-One Activity 8: Focusing On Retention - Stop The Revolving Door Activity 9: Making the Strategic Business Case for Diversity Activity 10: Diversity Council Saboteurs Checklist Activity 11: Stereotypes by Geographic Region Activity 12: Building the Strategic Case for Diversity Activity 13: Maximizing the Learning from Videos Activity 14: Diversity In Your Life   HOW MUCH OF A DIVERSITY CHANGE AGENT ARE YOU?  Directions: Respond to the following statements by checking the appropriate column. Usually Sometimes Rarely 1. I challenge stereotypic comments and assumptions. 2. I engage colleagues in discussions about diversity. 3. I spend time (e.g., lunch, breaks) with people who are different from me. 4. I bring diversity concerns to the attention of my manager. 5. I let people know that ethnic, gender, racial, religious, etc., jokes are off limits. 6. I suggest diversity issues and topics for the agenda at regular management or work team meetings. 7. I challenge us vs. them comments and complaints about other groups. 8. I listen to others' concerns with an open mind and questioning attitude. 9. I suggest resolution strategies when there are diversity related conflicts. 10. I explain the business advantages for effectively dealing with diversity. 11. I ask for suggestions about ways to make the work environment more inclusive. 12. I speak enthusiastically about the organization's diversity plans and initiatives. 13. I speak up and educate when I hear a derogatory comment, slur, or joke. 14. I seek out people to talk with whose views are different from mine. 15. I challenge my own assumptions and stereotypic thoughts. © Lee Gardenswartz and Anita Rowe Click here to download this activity. Suggestions for Using "How Much of a Diversity Change Agent Are You?"  Objectives: To raise awareness of behaviors necessary for creating diversity change in organizations To assess oneself as a change agent To stimulate development of change agentry within the organization Intended Audience: Diversity Council/Task Force members Diversity trainers Leaders and managers in diverse organizations Time: 45 Minutes Materials: Copies of "How Much of a Diversity Change Agent Are You?" worksheet for all participants pens/pencils easel/chart (optional) felt tip markers (optional) Processing the Activity: Participants are asked to share (in pairs, small groups, or with the entire group) the behavior they do which most helps the diversity process in their organization Facilitator elicits responses and charts responses on chart pad (optional) Facilitator explains that while organizational change around diversity happens at three levels, organizational, managerial, and individual, participants can have a significant influence on that change process through their own behavior. The activity they are about to experience will give them a chance to examine these behaviors, assess themselves against them, and set goals for their own growth Facilitator distributes worksheets and asks participants to respond, following directions Participants then pair up and discuss their responses focusing on greatest strengths and most important areas for growth Each participant commits to working on behavior for development and shares in pairs or with entire group. Facilitator may chart commitments (optional) Questions for Discussion: Which behaviors do you commonly do? Do least? Which are most difficult for you? What blocks you from doing these? What other behaviors would you add to the list? Which behaviors are most important to develop in order to be more effective in moving the diversity process forward? Where/how can you begin developing your ability to do this behavior? What would help you in this process? Caveats, Considerations, and Variations: You may tailor this list to specific activities and processes in your organization (e.g., mentoring, training, brown bag forums, hiring panels, etc.) Participants can make contracts with specific individuals to check back with one another at determined intervals regarding their development commitments This activity is best used with those who see their role as change agents regarding diversity and is most effective when combined with information about long-term change processes and the role as facilitators in making change happen. top ASSESSING YOUR COMFORT WITH DIVERSITY Directions: Think about each dimension of diversity and rate the degree comfort you feel in dealing with people different from you in that dimension. HIGH MEDIUM LOW HOW DISCOMFORT SHOWS ITSELF Age Gender Sexual Orientation Physical Ability Ethnicity Race Geographic Location Different socio-economic status Personal Habits Recreational Habits Religion Educational Background Appearance Parental Status Marital Status Role of Women Ethical Values Family structure/practices Treatment of elders Relationship to Authority Role of work in life Personal health/hygiene Language differences (accents included) Leisure time activities Adapted from Diverse Teams at Work, Lee Gardenswartz and Anita Rowe, Irwin Professional Publishing, 1995. Click here to download this activity. Suggestions for Using Assessing Your Comfort with Diversity Objectives: To identify areas of personal discomfort in dealing with diversity To gain understanding about what triggers that discomfort Intended Audience: Participants in a diversity training session Members of a work team or task force Time: 30 - 45 minutes Materials: Copies of Assessing Your Comfort with Diversity worksheet Pens/pencils Easel and chart paper optional Processing the Activity: Facilitator begins with brief lecturette mentioning that diversity is an inside job and acknowledging the role of individual perspectives and experience in determining comfort level across various diversity dimensions. Facilitator can use self as an example. Facilitator distributes the worksheet and asks participants to respond to each category with either a high, medium, or low score. Where there is low comfort, participants can write in the box "How discomfort show itself." Facilitator then asks people to discuss either in pairs or small groups. The number of participants and the level of trust influence the size of the discussion group. Where there is little trust, groups of 2 or 3 are preferable. If high trust exists, groups can be larger. The facilitator gives the small groups approximately 15 minutes for discussion. Facilitator then conducts discussion with the whole group, focusing on areas of greatest discomfort, reasons for that discomfort and noticeable change, in either becoming more comfortable or less in any area. Questions for Discussion: Which areas have high comfort levels? Which have the lowest? To what do you attribute the differences? Where has the comfort level changed, either getting more or less comfortable? What has brought about the change? What is the consequence to your relationships and career opportunities if no change is made? What can you do to increase your comfort in places where it needs to increase? Caveats, Considerations and Variations: Where you are trying to build trust and push people to go deeper in relationship building and personal awareness, this probably is not a good first step. Wait till the group demonstrates honesty and openness before pushing people to go deeper. This is a useful tool at a more superficial level to introduce the breadth of diversity and help all people see their connection to the topic. This tool is adaptable in that it can really open people up and help them see their short-comings, but it can also be used as beginning level awareness in a non-threatening way. top DIVERSITY GIFTS Group Diversity Gifts to You (Influences on your values, philosophy, and orientation to life) African-Americans Lesbians/Gays Euro-Americans Latinos Physically Challenged Individuals Native Americans Asians Muslims Jews Christians Buddhists Older Individuals (over 70 yrs) © Lee Gardenswartz and Anita Rowe Click here to download this activity. Suggestions for Using "Diversity Gifts" Objectives: To raise awareness about the contributions of members of diverse groups to society in general and to one's own life To generate discussion about the value of differences Intended Audience: Participants in a diversity training session Members of a work team Time: 30 - 45 minutes Materials: Copies of "Diversity Gifts" worksheet Pens/pencils Processing the Activity:  Facilitator begins by asking participants to think of someone in their lives who is different from them from whom they learned something significant. Facilitator can also share a personal example. Facilitator distributes worksheet and asks participants to consider each group and write down in what ways the group as a whole or individuals from the group have influenced their own values, philosophy, or orientation to life. (Note: some boxes may remain blank.) Facilitator asks participants to take 15 minutes to pair up and share their responses on the worksheet as well as their reactions to the activity and each others' responses. Facilitator asks each participant to share, with the whole group, one of the most meaningful or significant influences. Facilitator leads a total group discussion of the reactions and learnings. Questions for Discussion: For which group was it easiest for you to see influences? For which groups was it most difficult? Were there any where you could not find an influence? What do you think might be the reasons for this? What other groups did you add? What surprises were there, in your own or your partner's responses? What do you take away from this time spent considering the gifts of diversity?  Caveats, Considerations, and Variations: Participants may balk at responding to labels for different groups. Facilitator can explain that we do group people by various diversity dimensions. Participants may want to add other groups at the beginning of the exercise. (e.g., immigrants, day laborers, managers, recovering alcoholics, "techies," or generation X-ers." That way all participants can include these groups in their consideration. Facilitator can substitute groups on the list to suit participants' realities or the objectives of the session. If time is limited, the total group sharing of an example by participants can be omitted. The paired sharing can also be omitted and participants can share their most significant example, as well as their learning from the activity, with the total group. top DIVERSITY COAT OF ARMS © Lee Gardenswartz and Anita Rowe Click here to download this activity. Suggestions for Using "Diversity Coat of Arms" Objectives: Identify values and factors that motivate you to work in the diversity field. Clarify expectations of self and others. Recognize personal strengths and weaknesses. Intended Audience: Diversity trainers and facilitators. Any manager or consultant charged with the task of creating a more cohesive, high performing team. Time: 45 to 60 minutes Materials: Copies of "Diversity Coat of Arms" worksheet Pens/pencils Processing the Activity: Begin with manager, facilitator, trainer, team leader or consultant discussing the importance of being clear about your values and who you are as you do this work. Explain that the intent of the Coat of Arms is one way of helping people clarify their basic values and who they are. Discuss each of the five sections and give a personal example. Then have each participant fill out the Coat of Arms. Following that, have participants get out of their seats, walk around and pair up with one person at a time to share and discuss both similarities and differences. Give participants between 5 and 10 minutes per round, and have as many rounds as time permits, up to 30 minutes. Beyond that time limit, the process could get repetitious. When finished with paired sharing, ask each person to reclaim their seats and then discuss. Questions for Discussion: How did it feel to answer these questions? Which questions were difficult to answer? What does this Coat of Arms say about you? Your relationship to diversity? Where are the similarities and differences between you and others? What are the differences that add value to your team? Where are the opportunities for you to grow individually? Collectively? What are the implications of this information as you work in the diversity field? Caveats, Considerations, and Variations: Rather than having people mingle and talk to one another, you could use pairs or small groups. The process would depend on your objectives. Depending on the size of the group, an effective closure to an activity like this is, a statement of learning, an intent for growth or a commitment to the team that requires everyone in the group to make a public commitment. An example of a closure statement might be, "One thing I learned about myself that will impact my work is …." top HOW DO YOU MANAGE DIVERSITY? Think of yourself in your role as it relates to diversity. Then read the following 15 questions and respond to each by putting a check in the column that is most true and appropriate for you. Usually Sometimes Rarely 1. I challenge stereotypic comments and assumptions. 2. I engage managers in discussions about diversity. 3. I suggest changes in systems and processes to make them more equitable and accessible. 4. I spend time (e.g., lunch, breaks) with people who are different from me in a variety of ways. 5. I coach managers on how to deal with diversity related problems. 6. I review policies to assure they are inclusive. 7. I let people know that ethnic, gender, racial, religious, etc., jokes are off limits. 8. I suggest diversity issues and topics for the agenda at regular management or work team meetings. 9. I create methods to hold all staff accountable for fair treatment and respectful behavior. 10. I speak up and educate when I hear a derogatory comment, slur, or joke. 11. I suggest resolution strategies when managers have diversity related conflicts. 12. I explain the business advantages for effectively dealing with diversity. 13. I challenge my own assumptions and stereotypic thoughts. 14. I give managers suggestions about ways to make the work environment more inclusive. 15. I speak publicly and supportively about the organization's diversity plans and initiatives. © Lee Gardenswartz and Anita Rowe Click here to download this activity. Scoring: Usually: 2 points; Sometimes: 1 point; Rarely: 0 points Individual attitudes and beliefs; items 1, 4, 7, 10, 13 ________ Managerial skills and practices; items 2, 5, 8, 11, 14 ________ Organizational values and policies; items 3, 6, 9, 12, 15 ________ Total ________ To manage diversity effectively one needs to attend to three arenas simultaneously. First, because organizations’ effectiveness and productivity depend on the human beings who work in them, there is a need to focus on individual attitudes and beliefs that affect interpersonal interactions. How open are employees to people who are different? How comfortable is staff with change? How much do employees know about the cultural norms of groups they serve? What are individuals’ assumptions about various groups on staff or in the community? Helping staff understand and deal with these expectations and beliefs that are played out everyday in relationships on the job is step one. Beyond the individual level is the critical interface between the organization and employees through management practices and skills. How do managers build teams of diverse staff? Do they have the skills to coach and develop diverse employees? Can managers facilitate the resolution of conflict between staff members? Coaching and creating opportunity for managers to increase their competence in these areas is a second area of focus. Finally, it is essential to address the organizational level. Are the values, norms and policies of the institution in harmony with diversity? How can diversity be seen as an asset that can help the company achieve its strategic objectives? Working to create organizational policies that encourage diversity, hold people accountable and reward inclusiveness is a third aspect of managing diversity. Suggestions for Using "How Do You Manage Diversity" Objectives: To increase understanding of methods to influence diversity related culture change To assess one’s influence in each of the three arenas of change Intended Audience: Diversity managers, coordinators and directors Members of diversity councils, task forces, and committees Leaders and managers in diverse organizations Time: 45 to 60 minutes Materials: Copies of "How do You Manage Diversity" worksheet Pens/pencils Processing the Activity: Facilitator gives a brief lecturette on the three arenas of change necessary in managing diversity: Individual Attitudes and Beliefs, Managerial Skills and Practices, and Organizational Values and Policies Facilitator introduces the activity by asking participants to share the one most important effective thing they’ve done to change the culture of their organization. Facilitator then distributes the questionnaire, explaining the objectives and giving directions. Participants respond to the questionnaire and score their own. In pairs, participants share strengths, weaknesses, obstacles, and areas of needed improvement pointed out by the questionnaire Facilitator leads a total group discussion of reactions, learnings, and suggestions for increasing influence and effectiveness. Questions for Discussion: In which arenas do you find your greatest strengths in influencing culture change? What obstacles do you encounter? What steps do you need to take to be more effective in influencing change? What would be an important next step for you to take to increase your ability to influence change? Caveats, Considerations, and Variations: High and low scores by arena can be charted to get a picture of the group’s strengths and weaknesses. Poll the group and have participants "vote" for their highest and lowest scoring arenas. High Low Individual Attitudes and Beliefs Managerial Skills and Practices Organizational Values and Policies The whole group can brainstorm suggested strategies for the arena in which most participants scored lowest. Participants can be divided into three groups, each with group brainstorming obstacles in one particular arena and suggested strategies and actions that would overcome those obstacles. top INTEGRATING DIVERSITY INTO ALL TRAINING Check those steps you have taken to integrate diversity into all training. CONTENT 1. A wide range of approaches and methods are taught. 2. Advantages and disadvantages of each method are discussed. 3. Diversity is depicted through examples and cases. 4. Situations and examples do not reinforce stereotypes. 5. The influence of culture and background is included in explanations and analyses of behaviors and situations. 6. Assumptions and preconceived notions are challenged. 7. Visual materials depict a diverse array of individuals. 8. Language used is non-sexist and non-racist. 9. Trainers and curriculum designers have a solid understanding of diversity concepts such as cultural differences, stereotypes and prejudice. 10. Training content reinforces understanding and responding to differences in others. PROCESS 11. A variety of learning and teaching methods are used. 12. Participants are clustered in various kinds of groupings. 13. Trainers represent diversity in dimensions such as age, gender, ethnicity, race, level, and education. 14. Both written and visual materials are utilized. 15. Written materials are provided at an appropriate level of literacy and in other languages if needed. 16. Training is designed and reviewed by a diverse group of staff members. 17. The cultural and individual needs and preferences of participants are assessed and taken into account. 18. Ethnic, gender (or other) slurs, jokes, and comments are not tolerated in training sessions. 19. Participants are not singled out for embarrassment or ridicule. 20. Learning activities are comfortable for participants. © Lee Gardenswartz and Anita Rowe Click here to download this activity. Suggestions for Using "Integrating Diversity into All Training" Objectives: Assess the degree to which diversity is being integrated into all training Suggest ways to integrate diversity into other training Intended Audience: Diversity coordinators, managers and leaders of diversity processes Diversity Council members Training and development professionals Time: 45 to 60 minutes Materials: Copies of "Integrating Diversity into All Training" worksheet Pens/pencils Processing the Activity: Facilitator introduces the topic by asking participants to brainstorm all the training and development offerings provided in their organization. Facilitator explains that one of the ways to make diversity a relevant part of every day operations is to integrate it into training of all kinds. Facilitator may review the four aspects of the training/learning environment: content, process, climate and results (The Diversity Tool Kit, Section I) or explain that all training consists of both content and process. Facilitator asks participants to respond to the questionnaire. Participants discuss their responses in pairs or small groups, focusing on strengths and potential areas for improvement. Facilitator leads a total group discussion of learning, application and next steps. Questions for Discussion: In what ways have we already integrated diversity into training? What have we not done to integrate it? What diversity awareness, knowledge and skills are relevant to the content of training programs we offer? What training processes take into account participant diversity? What changes, modifications and adaptations could be made to increase effectiveness with diverse groups? What actions or steps do we need to take? Who else needs to be involved in this process? top BUILDING RELATIONSHIPS ONE-ON-ONE NAME WHAT DO I NEED MORE OR LESS OF WHAT I AM WILLING TO GIVE/DO 1. 2.