HOW DO YOU EAT AN ELEPHANT

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HOW DO YOU EAT AN ELEPHANT?

• South Carolina School Boards Association Annual
  Convention
• February 15, 2003
• Hilton Head Island, SC

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OBJECTIVES

• Some Diversity History
• Diversity Impact on Education
• Your Individual Responsibility
• What To Do

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TEN PRINCIPLES FOR PARENTS OF EDUCATED CHILDREN

• Parents are the first and most important
  teachers.
• Parent teaching must not stop when schooling
  starts.
• The early years build the foundation for all
  later learning. Make it sturdy.
• American schools are under performing. Trust but
  verify.
• Learning requires discipline discipline requires
  values.

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TEN PRINCIPLES FOR PARENTS OF EDUCATED CHILDREN

• Follow your common sense.
• Content matters what children study determines
  how well they learn.
• Television is an enemy of good education.
• Education reform is possible. You can change the
  system.
• Aim high, expect much, and children will prosper.
• Williams J. Bennett The Educated Child

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ITS A BIG WORLD!

• IT TAKES A VILLAGE TO RAISE A CHILD
• African Proverb

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• Today the melting pot is the wrong metaphor in
  business because not only is it impossible to
  melt down the many diverse groups that make up
  the American workforce, but most individuals are
  no longer willing to be melted down.
• The Challenge of Diversity BNA
  Communications, Inc.

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Demographics
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Majority/minority

• In 48 of Americas 100 largest cities, white
  people are no longer the majority.
• This was true in 30 of Americas largest cities
  in 1990.
• Latino populations in 32 cities doubled between
  1990 and 2000.
• California is now 50.2 percent people of color.

• Sources DiversityInc.com, Brookings Institution
  Center on Urban and Metropolitan Policy

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THE ELEPHANT IS

• HUGE!!!
• An Animal
• Awkward
• Cumbersome
• Slow
• Puzzling
• Unmanageable
• Uncivilized
• Frightening
• People in other peoples houses
• A problem
• Building a House for Diversity, Roosevelt
  Thomas

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OUR ENVIRONMENT

• Diverse Society
• Impending War
• Terrorism
• Depressing Economy
• Moral Decline
• Apathetic Attitudes
• Challenged Public Education System

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FEELING THE IMPACT

• Fearful
• Despair
• Depression
• Sense of futility
• Stress
• Avoidance
• Intolerance
• Impatient
• Discomfort
• Frustration
• Selfishness

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THE TASK

• EAT THE ELEPHANT!!

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WHAT IS DIVERSITY?

• Diversity is all the things that make us
  different from each other.

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WHAT PEOPLE NOTICE

• In order of importance.
• Skin color
• Gender
• Age
• Appearance
• Facial expressions
• Eye contact
• Movement
• Personal Space
• Touch
• Source Jane Elsea The 4 Minute Sell

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PRIMARY DIMENSIONS OF DIVERSITY

• Age
• Race
• Skin Color
• Ethnicity
• Gender
• Sexual Orientation
• Physical Qualities

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SECONDARY DIMENSIONS OF DIVERSITY

• Work history
• Geographical location
• Marital status
• Military
• Religious beliefs
• Education
• Parental status
• Economic status

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TEN DIMENSIONS OF DIVERSITY

• Sense of self and space
• Communication and language
• Dress and appearance
• Food and eating habits
• Time and time consciousness
• Relationships
• Values and norms
• Beliefs and attitudes
• Mental processes and learning
• Work habits and practices

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THE PROBLEMS????

• Our perceptions are clouded
• We are focused on things over which we have no
  control
• We pay too much attention to the problem and not
  enough to the solution
• We fear failure..and success
• We focus on our differences versus what we have
  in common

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US POPULATION TRENDS

• Workforce 2000 identified the most significant
  trends in the US population
• Decreasing percentages of white people
• Increasing percentages of people of color
• Decreasing birth rate
• Increasing percentages of workers in their
  middle/older years
• More immigrants
• Global economy
• Skills Development
• Source, Hudson Institute, 1987
• Commissioned by US Department of Labor

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CHALLENGES TO PUBLIC EDUCATION

• Constantly being fixed
• Measurements
• Accountability
• Funding
• Cure-all
• Skills Development
• Workforce preparation
• Drop-outs
• Class-size
• Technology
• Certifications
• Parental involvement

• Basic knowledge
• Multiculturalism
• Multiple learning styles
• Teaching vs facilitation
• School choice
• Religion and schools
• Social Promotion
• Vouchers
• Charter schools
• Bilingual education
• Gold-fish bowl living
• World Conditions

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THE IMPERATIVE INITIATIVE

• The multicultural workforce is here!
• Domestic and international competition
• Proactive approach is cost effective
• Recruitment and retention challenges
• Maximize people resources
• Its the right thing to do!!

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EATING THE ELEPHANT!

• Diversity is not a management problem
• True diversity management begins and ends with
  individuals
• Diversity mature individuals accept
  responsibility for addressing diversity
  effectively
• It is not the perception of diversity that is
  important, but rather the mindset and actions of
  individuals

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BASIC NEEDS WE HAVE IN COMMON

• Recognition
• Acceptance
• Value
• Competence

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COMMON BASIC NEEDS
For a Sense of Value Worthwhileness We
all have talents and a purpose. Often it is
difficult to discover these, especially if
someone is constantly putting us down and
sending us subtle messages that we dont matter.
Therefore, maximum potential will often go
untapped.

• To Be Recognized
• Nobody wants to be ignored. We want to be
  acknowledged for who we are and what we are.
  Wed like for people to act in a positive
  and/or appropriate manner. Even negative
  attention fulfills this need.

• For Acceptance A Sense of Belonging
• We have a need to fit in. To belong. To have a
  sense of family. All of us need to feel that we
  fit in somewhere.

To Feel Competent To feel that we are good at
something and sought after for our abilities,
our talents, our contributions. People are at
their best when they are working in their
comfort zone using their natural abilities
and talents.
J
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YOUR DIVERSITY JOURNEY

• Acknowledge and accept your responsibility
• Check yourself thoughts, feelings, attitudes
• Monitor your behavior
• Review your priorities
• Commitment to lifelong learning

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DIGESTING THE ELEPHANT

• Pay attention to your thoughts, feelings, and
  actions and ask yourself the following questions
• Am I stereotyping or making assumptions?
• Are my thoughts and feelings based on facts,
  opinions, or beliefs?
• How does what Im thinking affect the way I
  behave?
• Am I avoiding something?
• How do others see me?
• Am I willing to challenge my thoughts and
  feelings? Of others?
• If I discover my beliefs are not based on fact,
  am I willing to change my behavior?

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DIGESTING THE ELEPHANT

• What will my new behavior(s) be?
• Am I comfortable working with all types of
  people?
• Is there any group that I struggle to accept?
• What am I doing to overcome my biases?
• Do I enjoy diversity? What kind? How much?
• How do I react to change?
• How do I handle conflict?
• Do I reach out?
• Would I want to reproduce me?

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SO WHAT?

• Education is the key to success
• You facilitate the education process
• Therefore, you make it possible for others to be
  successful
• Business is counting on yousociety depends on
  you.children need you.

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LETS EAT THIS ELEPHANT!!!
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DIVERSITY Whats The Big Deal?

• SCSBA Annual Convention
• February 15, 2003
• Breakout Session

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1st Case for diversityThings We Have In Common

• In a group
• Choose a timekeeper, recorder, spokesperson
• Make a list of everything you have in common
• Take nothing for granted
• Everyone in group must have
• What did you notice?
• Diversity of group?
• List?
• What did you learn?

Blacks
Whites
Money
1 Race
Education
Religion
Latinos
Gay Lesbian
Asians
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The 2nd Case for diversity

• Diversity Spectrum
• Where are you on the spectrum of Diversity?
• FIVE SPECTRUM AREAS
• Naïve Offender
• Perpetuator
• Avoider
• Fighter
• Change-Agent

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Diversity Spectrum

• Naïve Offender
• People in this category do not even realize they
  exhibit biased behavior, because he or she does
  not comprehend biased behavior. Since naive
  people know not and know not that they know
  not, help from others is essential to teach
  them.
• Perpetuator
• People in this category are aware of their biases
  and prejudices and aware that their behavior
  offends others, but they choose not to change.
  If your score indicates this category, take heed.
  Not only is your behavior hurting others, but
  you are in danger of being sued or fired.
• Avoider
• People in this category are aware of biases in
  themselves and others. They try to play it safe
  by saying nothing, and this behavior is often
  perceived as acceptance. They are sometimes
  thought of as silent supporters.

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Diversity Spectrum

• Change-Agent
• In this category, people are not only aware of
  biases in themselves and others, but they also
  realize the negative impacts of acting on those
  biases. They take action when they encounter
  inappropriate words or behaviors. They try to
  make a difference when there is clear evidence of
  discrimination or bias.
• Fighter
• People in this category are constantly aware of
  any behavior that seems to be biased or
  prejudiced, and they confront offenders strongly.
  They pay a price. They may have a reputation of
  fighting and people may begin to discount what
  they are saying and even avoid them. If your
  score is near the low range you may be a strong
  change agent. Your action steps should include
  giving people a fair chance and the benefit of a
  doubt. Your behavior may be unnecessarily
  causing you to lose friends who could be a source
  of real comfort and benefit.
• Where do you really fall? Lets take the
  Diversity Spectrum Assessment.

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SPECTRUM SCORING KEY

• Naïve Offender 0-20
• Perpetuator 21-40
• Avoider 41-59
• CHANGE AGENT 60-75
• Fighter 75-80

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Diversity In the End

• Diversity celebrates differences instead of
  hiding or changing them. It promotes an
  inclusive way of relating with others. If you
  have a diverse team where members respect and
  value each others contributions you will have a
  more effective team.
• The challenge of leading a diverse team is
  ensuring that each person has a sense of
  belonging and value while maintaining the
  organizations focus on goals and mission.
• To attract and retain the best employees in your
  organization, you should create a culture which
  allows everyone to enter and prosper or flourish.
  
• If you are not ready for a changing culture then
  you will be at a competitive disadvantage.
• Providing a culture in which anyone can flourish
  should be a key objective in your organization.