Gary Bailey,MSW,ACSW To Be or Not to Be: Discovering Similarities and Celebrating Differences: Gary Bailey, MSW.ACSW Presented at NERSC Burlington, Vermont.

gary Bailey,MSW,ACSWgary Bailey,MSW,ACSW

To Be or Not to Be: To Be or Not to Be: Discovering Similarities and Discovering Similarities and

Celebrating Differences:Celebrating Differences:

Gary Bailey, MSW.ACSWGary Bailey, MSW.ACSW

Presented at NERSC Presented at NERSC

Burlington, VermontBurlington, Vermont

May 29,2009May 29,2009


“ “ It is not our differences It is not our differences that divide us; It is our that divide us; It is our inability to recognize, inability to recognize, accept & celebrate those accept & celebrate those differences" differences"

Audre LordeAudre Lorde


Three Components of Today's Three Components of Today's PresentationPresentation

What Diversity is and is not;What Diversity is and is not;

Diversity as a component of managing Diversity as a component of managing organizational/systems change;organizational/systems change;

How to have “ Difficult Conversations”How to have “ Difficult Conversations”


… … even though the concept of even though the concept of diversity was introduced as a kind of diversity was introduced as a kind of end run around the historical problem end run around the historical problem of racism (the whole point was that of racism (the whole point was that you could argue for the desirability of you could argue for the desirability of a diverse student body without a diverse student body without appealing to the history of appealing to the history of discrimination against blacks and do discrimination against blacks and do so without getting accused by people so without getting accused by people like Alan Bakke of reverse like Alan Bakke of reverse discrimination against Whites), the discrimination against Whites), the commitment to diversity became commitment to diversity became deeply associated with the struggle deeply associated with the struggle against racismagainst racism


indeed, the goal of overcoming indeed, the goal of overcoming racism -- of creating a “color-blind” racism -- of creating a “color-blind” society -- was now reconceived as the society -- was now reconceived as the goal of creating a diverse, that is, a goal of creating a diverse, that is, a color-conscious, society color-conscious, society

instead of trying to treat people as if instead of trying to treat people as if their race didn't matter, we would not their race didn't matter, we would not only recognize but celebrate racial only recognize but celebrate racial identity. Indeed, race has turned out identity. Indeed, race has turned out to be a gateway drug for all kinds of to be a gateway drug for all kinds of identities, cultural, religious, sexual, identities, cultural, religious, sexual, even medical. even medical.


To take what may seem like an To take what may seem like an extreme case, advocates for the extreme case, advocates for the disabled now urge us to stop thinking disabled now urge us to stop thinking of disability as a condition to be of disability as a condition to be “cured” or “eliminated” and to start “cured” or “eliminated” and to start thinking of it instead on the model of thinking of it instead on the model of race: We don't think black people race: We don't think black people should want to stop being black; why should want to stop being black; why do we assume the deaf want to hear? do we assume the deaf want to hear?

Michaels, W. B. (2006). The trouble with Michaels, W. B. (2006). The trouble with diversity. diversity. The American Prospect,The American Prospect, 17(9), 17(9), 18-22.18-22.


Micro-aggressions/ Micro-aggressions/ MMicro-inequitiesicro-inequities

Good people can do bad things to Good people can do bad things to others in ways for which there is no others in ways for which there is no formal grievance, but still have formal grievance, but still have negative (sometimes unintentionally) negative (sometimes unintentionally) effect. This refers to effect. This refers to micro-micro-aggressions aggressions or or micro-inequities. micro-inequities.


Micro-inequities Micro-inequities are:are:

“ “ those tiny, damaging characteristics those tiny, damaging characteristics of an environment, as these of an environment, as these characteristics affect a person not of characteristics affect a person not of that environment. They are the that environment. They are the comments, the work assignments, the comments, the work assignments, the tone of voice, the failure of tone of voice, the failure of acknowledgement in meetings or acknowledgement in meetings or social gatherings. These are not social gatherings. These are not actionable violations of law or policies, actionable violations of law or policies, but they are clear, subtle indicators of but they are clear, subtle indicators of lack of respect by virtue of lack of respect by virtue of membership in a group” (Rowe, 1990)membership in a group” (Rowe, 1990)


Managing Organizational TransitionsManaging Organizational Transitions

““Change happens when Change happens when something starts or stops,or something starts or stops,or when something that used to when something that used to happen in one way starts happen in one way starts happening in another”happening in another”


Managing Organizational TransitionsManaging Organizational Transitions

Transition is a three part Transition is a three part psychological process which extends psychological process which extends over a long period of time and over a long period of time and cannot be planned or managed by cannot be planned or managed by the same rational formulae that work the same rational formulae that work with change;with change;


Managing Organizational Managing Organizational Transitions: What to Do?Transitions: What to Do?

1.1. They have to let go of the old situation and They have to let go of the old situation and of the old identity that went with it;of the old identity that went with it;

2.2. They have to go through the “neutral zone” They have to go through the “neutral zone” between their old reality and a new reality between their old reality and a new reality that may still be very unclear;that may still be very unclear;

3.3. They have to make a new beginning that is They have to make a new beginning that is much more than the relatively simple “new much more than the relatively simple “new start” required in a change process;start” required in a change process;

Bridges, W. (1986). Managing organizational transitions. Bridges, W. (1986). Managing organizational transitions. Organizational Dynamics Organizational Dynamics 15 (1), 24-33.15 (1), 24-33.


Nine Keys to Good LeadershipNine Keys to Good Leadership

VisionVision ManagementManagement EmpowermentEmpowerment DiplomacyDiplomacy FeedbackFeedback EntrepreneurialismEntrepreneurialism Personal StylePersonal Style Personal EnergyPersonal Energy Multicultural AwarenessMulticultural Awareness

Campbell, D. (2002). Campbell, D. (2002). Campbell leadership Campbell leadership descriptor Participant workbook,descriptor Participant workbook, San San Francisco: Jessey-Bass/Pfeiffer.Francisco: Jessey-Bass/Pfeiffer.


A Resident’s Perspective…..?A Resident’s Perspective…..?

““experience is, for me, the highest authority. experience is, for me, the highest authority. The touchstone of validity is my own The touchstone of validity is my own experience. No other person's ideas, and experience. No other person's ideas, and none of my own ideas, are as authoritative none of my own ideas, are as authoritative as my experience. It is to experience that I as my experience. It is to experience that I must return again and again, to discover a must return again and again, to discover a closer approximation to truth as it is in the closer approximation to truth as it is in the process of becoming in me. Neither the process of becoming in me. Neither the Bible nor the prophets -- neither Freud nor Bible nor the prophets -- neither Freud nor research --neither the revelations of God research --neither the revelations of God nor man -- can take precedence over my nor man -- can take precedence over my own direct experience. My experience is own direct experience. My experience is not authoritative because it is infallible. It not authoritative because it is infallible. It is the basis of authority because it can is the basis of authority because it can always be checked in new primary ways. always be checked in new primary ways. In this way its frequent error or fallibility is In this way its frequent error or fallibility is always open to correction." always open to correction."


Difficult Conversations: Difficult Conversations: A Road MapA Road Map

http://www.difficultconversations.com/http://www.difficultconversations.com/


Step 1: Prepare by Walking Through the Step 1: Prepare by Walking Through the

Three ConversationsThree Conversations Sort out Sort out What HappenedWhat Happened..

Where does your story come Where does your story come from (information, past from (information, past experiences, rules) Theirs ? experiences, rules) Theirs ?

What impact has this What impact has this situation had on you? What situation had on you? What might their intentions have might their intentions have been? been?

What have you each What have you each contributed to the problem?contributed to the problem?


Step 1: Prepare by Walking Through the Step 1: Prepare by Walking Through the Three Conversations (cont)Three Conversations (cont)

Understand Understand EmotionsEmotions..Explore your emotional footprint, Explore your emotional footprint,

and the bundle of emotions you and the bundle of emotions you experience.experience.

Ground Your Ground Your IdentityIdentity..What’s at stake for you What’s at stake for you aboutabout you? you?

What do you need to accept to be What do you need to accept to be better groundedbetter grounded


Step 2: Check Your Purposes and Decide Whether Step 2: Check Your Purposes and Decide Whether to Raise the Issue to Raise the Issue

PurposesPurposes: What do you hope to accomplish : What do you hope to accomplish by having this conversation? Shift your stand by having this conversation? Shift your stand to support learning, sharing, and problem-to support learning, sharing, and problem-solving.solving.

DecidingDeciding: Is this the best way to address the : Is this the best way to address the issue and achieve Conversation? Can you issue and achieve Conversation? Can you affect the problem by changing your affect the problem by changing your contributions? If you don’t raise it, what can contributions? If you don’t raise it, what can you do to help yourself let go? you do to help yourself let go?


Step 3: Start from the Third StoryStep 3: Start from the Third Story

Describe the problem as the Describe the problem as the differencedifference between your stories. between your stories. Include both viewpoints as a Include both viewpoints as a legitimate part of the discussion.legitimate part of the discussion.

Share your Share your purposespurposes..InviteInvite them to join you as a them to join you as a partner partner

in sorting out the situation together. in sorting out the situation together.


Step 4: Explore Their Story and YoursStep 4: Explore Their Story and Yours Listen to understand Listen to understand their perspective their perspective

on what happened. Ask questions. on what happened. Ask questions. Acknowledge the feelings behind the Acknowledge the feelings behind the arguments and accusations. Paraphrase to arguments and accusations. Paraphrase to see if you’ve got it. Try to unravel how the see if you’ve got it. Try to unravel how the two of you got to this place. two of you got to this place. Share your own viewpointShare your own viewpoint, your past , your past

experience, intentions, feelings.experience, intentions, feelings.Reframe, reframe, reframeReframe, reframe, reframe to keep to keep

on track. From truth to perceptions, on track. From truth to perceptions, blame to contribution, accusations to blame to contribution, accusations to feelings, and so on. feelings, and so on.


Step 5: Problem-SolvingStep 5: Problem-Solving

Invent Invent options options that meet each side’s that meet each side’s most important concerns and interests.most important concerns and interests.

Look to Look to standards standards for what for what shouldshould happen. Keep in mind the standard of happen. Keep in mind the standard of mutual caretaking: relationships that mutual caretaking: relationships that always go one way rarely last. always go one way rarely last.

Talk about how to keep Talk about how to keep communication communication open as you go open as you go forward.forward.


Transparency :The Clear Path to Transparency :The Clear Path to Leadership CredibilityLeadership Credibility

1.1. Being Overwhelmingly HonestBeing Overwhelmingly Honest

2.2. Gathering IntelligenceGathering Intelligence

3.3. Being ComposedBeing Composed

4.4. Letting Your Guard DownLetting Your Guard Down

5.5. Keeping PromisesKeeping Promises


6. Properly Handling Mistakes6. Properly Handling Mistakes

7. Delivering Bad News Well7. Delivering Bad News Well

8. Avoiding Destructive Comments8. Avoiding Destructive Comments

9. Showing Others That You Care9. Showing Others That You Care

Walker, K. & Pagano, B. Transparency: The Walker, K. & Pagano, B. Transparency: The Clear Path to Leadership Credibility, Clear Path to Leadership Credibility, Linkage, Inc. Linkage, Inc. Link&Learn eNewsletterLink&Learn eNewsletter (January 2005). (January 2005).


Leading From Within:Leading From Within:the Shadow Side of Leadershipthe Shadow Side of Leadership

““Great leadership comes from Great leadership comes from people who have made a people who have made a downward journey through downward journey through violence and terror, who have violence and terror, who have touched the deep place where touched the deep place where we are in community with each we are in community with each other, and who can help take other, and who can help take other people to that place. That other people to that place. That is what great leadership is all is what great leadership is all about.”about.”


Questions for Discussion:Questions for Discussion:

How many of you have seen opportunities for inter-How many of you have seen opportunities for inter-personal micro-dialogues about race/diversity in personal micro-dialogues about race/diversity in your daily lives?your daily lives?

How many of these opportunities have you seen this How many of these opportunities have you seen this week?week?

How would you describe what some of these How would you describe what some of these opportunity are or were ?opportunity are or were ?

Were they with people who were like you or different Were they with people who were like you or different from you?from you?

What kept you from engaging and initiating these What kept you from engaging and initiating these dialogues?dialogues?

What helped you to engage and initiate these What helped you to engage and initiate these dialoguesdialogues

Does the presence or absence of diverse colleagues Does the presence or absence of diverse colleagues and clients change the discussion about and clients change the discussion about race/diversityrace/diversity

What did you notice about what you What did you notice about what you noticed?noticed?

Gary Bailey,MSW,ACSW To Be or Not to Be: Discovering Similarities and Celebrating Differences: Gary Bailey, MSW.ACSW Presented at NERSC Burlington, Vermont.

Documents

gary bailey

racism slide

acsw microinequities

black people

micro inequities

concept of diversity

goal of overcoming racism

model of race