Many nonprofit organizations embark on initiatives
focused on diversity, inclusion, equity, cultural competence, cultural humility
and/or multiculturalism. At the onset, there is usually a group of people -
often a diversity committee – involved in planning the initiative. The people
in this group are usually eager for, and deeply invested in, change. Then comes
the task of engaging the rest of the organization to build buy-in and shared
ownership. But, hmmm? How do we approach this?
Typically, people in the organization are not on the
same page about the initiative. In fact, some don’t think it’s necessary. Most
people usually agree that it is important to do something to address cultural
differences, but they may have divergent of ideas about why, what or how. In
spite of the best intentions, cultural norms in many organizations also pose a
challenge to multicultural change. Some shared ways of thinking, communicating
and behaving may need to shift to make room for the change process.
Creating readiness for change is complex. It involves
engaging people’s hearts and minds, while establishing new cultural norms in
the organization. Below, we discuss each of these aspects of readiness, which
are integrally connected and nonlinear in nature.
Engaging People at the Heart Level
Feelings are often considered out of bounds in a work environment. Yet, our experience with culture and difference is rife with emotions ranging from passion and joy to anger and pain. Authentic multicultural dialogue entails making space for these feelings. Many people in nonprofits are there because the work they do touches their hearts and means something to them. It may be their passion about health, the environment, developing children’s creative potential or any issue that people care about. At its root, a multicultural change initiative is about sharing those things that are critical to our lives so that everyone can flourish and contribute to their full potential.
A sense of personal investment can be established when
people reflect on and share experiences around culture. Childhood experiences of
having to interpret for immigrant parents at hospitals and clinics, growing up
the only Jew in the neighborhood, spending years being homeless, or having a
loved one die of cancer due to environmental toxins are among many experiences
that motivate people to work for multicultural change. When people share these
experiences, there is also a greater appreciation for the cultural strengths
that each person brings.
Sharing experiences with culture, privilege and
oppression can strengthen working relationships. For example, when people of
color share about day-to-day experiences with racism, white people can become
more aware of their privilege and learn ways to be stronger allies. White
people, especially men, may also talk about the fears they have of being blamed
for social injustices. This creates opportunities to build a non-shaming,
non-blaming environment.
Ultimately, people are inspired when there is a vision
that resonates with them at a personal and emotional level and they are
empowered to bring themselves fully to the process. The vision and process for
multicultural change can be given life when it grows out of a heart connection
to self and others. This prepares people to be active agents of change at all
levels of the organization and in its work within the broader community and
society.
Mind: Getting Everyone on the Same Page
When an organization launches an initiative, there may be many different ideas about its purpose, goals and what it will look like. There is no “one-size-fits-all” approach to multicultural change. When people take time to address the following questions, it can help clarify direction and get everyone on the same page. There are no “right” or “wrong” answers to these questions.
Why are culture and difference important to us? Is
it because we want to improve services? Is it because of our commitment to
social justice and equity? Is it because we’ve had conflicts, problems or
criticisms related to cultural insensitivity or lack of diversity? Is it
necessary to stay true to our mission? Is it because we value the opportunity
to learn from difference? There are many motivations behind this work, which
aren’t mutually exclusive. Being clear about what is driving the initiative and
the values behind it can help build buy-in within the organization and chart
the path forward.
What would success look like? What is our
ultimate aim? Is it to diversify staff? Build communities? Improve outcomes for
underserved populations? How will we know it when we see it? Will we see
differences in the outcomes of our work? Will we see increased diversity in our
clients, staff, board or community partnerships? Will staff members with
diverse backgrounds have a greater voice in the organization? Will the
organizational culture be different? Being clear about where the organization
is heading can help in the development of change strategies.
How do we approach it? What strategies focus on personal
learning and growth or interpersonal relationships? What work do we do on the
institutional and systemic level? How does our work at these different levels
connect? Do we focus on concrete targets, such as recruitment goals? How do we
engage staff and other stakeholders? Who are the agents of change and how do we
cultivate them?
Creating New Cultural
Norms
Diversity initiatives sometimes focus recruiting people
from diverse backgrounds without changing the culture of the organization. Cultural norms and values embedded within organizations
usually mirror dominant society and may get in the way of inclusion and equity.
A successful change process requires being intentional about creating inclusive
and equitable cultural norms. Here are a few challenges to take into
consideration:
Communication norms – Many organizations rarely
discuss culture and difference. These topics are often seen as “undiscussable”
and sometimes charged with fear. A key cultural challenge is normalizing these discussions
by creating spaces within the organization for open, non-shaming and
non-blaming dialogue. Communication guidelines can be invaluable in this
regard.
Common language – Organizations often lack a
common language for talking about culture and difference. Terms like “cultural
competence” “diversity” and “equity”, “privilege” “oppression” and “power” may
be seldom used or mean different things to different people. Creating a common
language can give people tools for effective communication.
Power dynamics – Multicultural change may be
hampered by power dynamics. People may be uncomfortable challenging authority
or afraid of being judged or labeled. There may be real or perceived threats of
negative consequences for speaking out. Organizational leaders can play an
important role by encouraging open dialogue and responding non-defensively. It
is also important to create forums for all voices to be heard and to acknowledge
people when they do speak up.
Task-orientation – Most non-profits are driven by
the need to get work done, and may have little time for reflection, deeper
discussion and exploration. Their ability to survive depends on performance,
measured by concrete, tangible results. In addition, there is often a tendency
to value product over process. In this context, concrete, tangible achievements
and skills may be more highly valued than personal and interpersonal work and
skills. A key cultural challenge is to value and make room for the tangible and
intangible, as well as a range of skills and knowledge.
Need to Know - Most workplaces value expertise
and know-how. In this context, people may be uncomfortable taking risks,
admitting they don’t know something or asking questions. For people to learn,
they need permission to admit when they don’t know, to try new things and practice
from a beginner’s mind. From a place of humility and ongoing learning, we can
gain valuable cultural information and make meaningful connections with people
who are different than our selves.
In conclusion,
building readiness for multicultural organizational change is a complex process,
which can be very rewarding. If people in the organization are invested in the
process, they can share responsibility for its success. This can be achieved by
engaging people’s hearts and minds and creating cultural norms that support
open communication, learning and action.
Many thanks to my colleague Jacqueline Elena Featherston
of Featherston & Associates, who collaborated in shaping these ideas and
provided invaluable feedback and editing.
For more information about my work, see my website or read past commentaries on my blog.
Note to readers: I hope you enjoyed reading "Lessons from the Field". If you find this information useful and want to share it with others for purposes of learning (not for profit), please feel free to do so. Please acknowledge Mayeno Consulting and include my web address (www.mayenoconsulting.com) if you pass it on to others. Thanks! 
