Module 5 - Diversity Management 2 presentation.ppsx

1. DIVERSITY
MANAGEMENT
PART II
IO3: Creation of Training Contents for
Diversity Learning and Management

2. Part1
Introductio
n to the
topic
The concept – few more details
Asexplained in the previous module about Diversity
Management, it’s a strategy used by organizations to
encouragewider participation of employees
considering their social,cultural and ethnic diversity.
Empathyisa keyaspectto managediversity,basedon 5 skills:
Authenticity
Self-Management
ActiveListening
Curiosity
Respect& Connection

3. Whatisthis
module
about?
Themodule concentrates on the following
aspects: Communication
Askingopen and non-suggestive questions
Mediation, defining and seekingwin-win solutions
Managing diversity conflicts

4. “Conflict is a situation of tension/competitive behavior that arises from
incompatible goals and or over limited resources between two or more parties
where an effective coordinating or mediating system does not exist”.
Types of Conflict
Intra-personal: a conflict between ourselves. Often about our own behaviour,
values, and/or ideas.
Inter-personal: a conflict between two (or more) people because of personalities
or personal problems.
Inter-role: a conflict between two (or more) people because of the roles they
play in a community.
Inter-group/organizational: a conflict between two (or more)
groups/organizations or rappresentatives of those groups/organization.
Typesof
Conflict

5. Parties
involved
in a conflict
PrimaryParties:Havedirect interest in the conflictand activelypursue their
interest.
SecondaryParties:Areaffected by the conflictbut may decidenot to play
an activerole in anydecisionmaking process.Theymight help to
facilitate, enforceor spoilan agreement.
Third parties:they generallyget involvedto help facilitate the resolution of
the conflict and help to improve the relationship between the parties. They
might takesides,but both sidesviewthe third parties aslegitimate
facilitator.

6. Personalityconflicts. Personalityconflictsarea common causeof conflict.
Sometimesthere isno chemistry,or you haven’tfigured out an effectivewayto
clickwith somebody.
Scarceresources.Conflictcanhappen when you’recompeting over scarce
resources.
Styles. Peoplehavedifferentstyles. Yourthinkingstyleor communication style
might conflict with somebody else’s-
Values. Mainone connectedwith diversitymanagement.Sometimesyou will
find conflictin values. Thechallengehereisthat valuesarecore.
Sources
of conflict

7. Good rules
for conflict
resolution
Makethe relationshipyour priority.
Focuson the present.
Bewillingto forgive.
Knowwhen to let somethinggo.
Listenthe other point of view.
Remaincalm.
Expressfeelingsin words,not actions.
Bespecific.
Don't generalize.
Donot insist.
Encouragethe other person to share.
Clarifythe realissues.

8. TheIceberg
conceptof
culture
p.14,AFSOrientationHandbook Vol.4,New York:AFSInterculturalProgramsInc.1984.

9. Milton Bennett
Model on
Intercultural
Sensitivity
Integration
Adaptation
Acceptance
Minimization
Defense
Denial

10. Part 2
Educational
Workshop
Workshop Title: Your Point of View Matters
Objectives:
Toexplorehow peoplecanhavedifferent perceptionsand how they influencetheir lives
Tounderstand how conflictscanarisefrom different perceptions,points of view,cultures
and identity,values
Towork on conflictresolutionto find positiveoutcomesfor diversityconflicts
Toexplorepracticalculturalconflictsin the workplaceand talkabout solutions
Activity:
It talks about possibleconflicts arising within the
company (or association,or group) which are related
with their culture, identity and diversity in general,
and solutions to apply for them.
It includes:
Showing imagesfor different perceptions.
Explainingwhat isa conflict.
Examplesby participants.
Exploringsome real Diversityconflicts.
Golden Rulesfor ConflictManagement.
Topics:
Asking open and non-suggestive
questions
Mediation, defining and seeking win-win
solutions
Skills tackled:
Adapting to changes, Critical Thinking,
Empathy, Communication
Methods used:
Presentations, Observation, Case studies,
Confronting, Group Discussions.

11. The first case study is related to the difficulty that certain police officers had to understand
how to relate with people coming from different countries and cultures. This is coming
often from a racist background but also by a lot of misunderstandings and lack of
knowledge of other cultures and their behaviours.
For this reason, the city of Bologna createed an anti-racist training course for municipal police
officers. The municipality entrusted the Eos association with the task of holding workshops
and seminars for municipal police managers and officers on differences and the multicultural
society. The aim is to "recognise the importance of police action on the basis of respect for
human rights" and to "understand the relevance of non-discriminatory action for the respect
of people at risk"in order to "foster socialcohesion"and facilitate "conflict resolution".
Part 3
Case
Study 1
Anti-racist training course for municipal police
officers.

12. The second examples comes from a hospital, which understood how important it is for
doctors, nurses and personnel of the medical structure, to understand how to deal with
patients from different cultural backgrounds and their families.
The project 'Intercultural communication in the healthcare context” aimed to provide
adequate answers to health questions from all ethnic groups by giving correct education
on these matters to the workers of the medical center. The idea was promoted by the
Company Centre for Continuing Medical Education at Villa Sofia. The central part of the
project, developed over nine meetings, included the intervention of linguistic-cultural
mediators. The conclusion was dedicated to the topics of maternity, childbirth and the care
of the newborn and the child.
Part 3
Case
Study 2
Intercultural communication in the healthcare
context