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The DWC Group 6.21.11 webinar_supplement

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The DWC Group 6.21.11 webinar_supplement

  1. 1. Points to remember <ul><li>Be humble….or at least act humble </li></ul><ul><li>Use elicitive processes when you can </li></ul><ul><li>Although it is not about you, be aware that perceptions of you/your team may matter a lot. </li></ul><ul><li>Avoid stereotypes, but don’t be afraid of cultural generalizations. Culturally competent practice is largely about adjusting your practice in light of accurate generalizations. </li></ul>The DWC Group Diversity Wisdom Collaboration
  2. 2. Authenticating your practice <ul><li>For this phase of my engagement practice, what cultural differences/generalizations might I need to be more aware of? </li></ul><ul><li>How confident am I that I see the generalizations accurately? </li></ul><ul><li>What tools/resources do I have to test whether or not my generalizations are accurate for my target populations in my location? </li></ul><ul><li>What are the likely sources of resistance (including internally) to adjusting my engagement practice based on these generalizations? </li></ul><ul><li>Remember: Ask these questions at every phase of your engagement practice. </li></ul>The DWC Group Diversity Wisdom Collaboration
  3. 3. Phase 1: Initial Investigation and Preliminary Design <ul><li>Generalization: </li></ul><ul><ul><li>Clarify the limits of the discussion, while pushing for openness to difficult results </li></ul></ul><ul><ul><li>As your process becomes clear to you, make sure you understand perceptions of the issues by different elements of the community </li></ul></ul><ul><ul><ul><li>Engage community based “Super-facilitators” to co-create/ review your design </li></ul></ul></ul><ul><ul><ul><li>Consider conducting simulations of small group processes </li></ul></ul></ul><ul><ul><li>Make some strategic inquiries about how you and your process are likely to be perceived </li></ul></ul>The DWC Group Diversity Wisdom Collaboration
  4. 4. Phase 2: Positioning and Messaging the meeting <ul><li>Generalization #1: Targeted communities are sometimes better motivated to participate by messages aimed at mainstream communities. </li></ul><ul><ul><li>Tip #1: Messages for multiple communities have to be compatible, but don’t have to be identical. </li></ul></ul><ul><li>Generalization #2: Targeted communities often consume different media than mainstream communities. </li></ul><ul><ul><li>Tip #2: Consider appearances on in-person or electronic non-mainstream venues </li></ul></ul><ul><li>Generalization #3: Targeted communities may have reactions to a venue that reflect specific local histories. </li></ul><ul><ul><li>Tip #3: Think about the way that different populations might regard your venue options </li></ul></ul><ul><li>Generalization #4: Targeted communities sometimes have lifestyles that require accommodation if you want them to fully engage. </li></ul><ul><ul><li>Tip #4: consider special auxiliary services (e.g. translation, child care, transportation) that might significantly affect your target audience. </li></ul></ul>The DWC Group Diversity Wisdom Collaboration
  5. 5. Phase 3: Effective Outreach <ul><li>Generalization #1: The demographics of your outreach team – and their personal style – may affect how targeted communities view your meeting. </li></ul><ul><ul><li>Tip #1: Consider how the demographics of your outreach staff and their comfort in connecting with targeted communities. </li></ul></ul><ul><li>Generalization #2: Targeted communities are often less responsive than are time efficient and not personal; this is especially true for relatively long meetings. </li></ul><ul><ul><li>Tip #2: Consider how the hierarchy of outreach applies for your meeting and the intended populations. </li></ul></ul><ul><li>Generalization #3: there are people who have very high levels of community contacts in targeted communities who are are part of official institutions. </li></ul><ul><ul><li>Tip #3: If you engage community-based outreach workers, it is important to establish mechanisms for management and accountability that are non-intrusive but that also keep people accountable. </li></ul></ul>The DWC Group Diversity Wisdom Collaboration
  6. 6. Hierarchy of Outreach Asks <ul><ul><li>Face to face conversations with trusted person </li></ul></ul><ul><ul><li>Telephone conversation with trusted person </li></ul></ul><ul><ul><li>Personal presentations at meetings, functions and other events </li></ul></ul><ul><ul><li>Face to face or telephone conversation with a stranger </li></ul></ul><ul><ul><li>Telephone message </li></ul></ul><ul><ul><li>Mass Texts, Robocalls, PSAs </li></ul></ul><ul><ul><li>Email, Facebook, Twitter </li></ul></ul><ul><ul><li>Flyers </li></ul></ul><ul><ul><li>Webpages, other Internet Postings </li></ul></ul>The DWC Group Diversity Wisdom Collaboration
  7. 7. Phase 4: Process Design, Facilitation and Meeting Management <ul><li>Generalization #1: Targeted communities often have less trust in mainstream authority figures than mainstream populations. </li></ul><ul><ul><li>Tip #1a: it is often valuable to use validators from targeted communities to set the tone for an event and to build credibility. This may require some preliminary relationship building and design sharing on the part of the meeting organizer. </li></ul></ul><ul><ul><li>Tip #1b: Strategic deployment of co-facilitators, emcees, and short presentations can foster a sense of inclusion. </li></ul></ul><ul><li>Generalization #2: People in targeted communities often respond positively to shared moments that acknowledge specific cultural histories and/or perspectives. </li></ul><ul><ul><li>Tip #2: Consider the inclusion of programmatic elements that overtly or covertly express a cultural orientation. </li></ul></ul><ul><li>Generalization #3: People from targeted communities often have very different understandings of problems and preferred solutions than other groups. </li></ul><ul><ul><li>Tip #3: If there are “big issues” that may be on the minds of substantial portions the target population, explore different options for addressing them directly, one acknowledging them and putting them aside.. </li></ul></ul>The DWC Group Diversity Wisdom Collaboration
  8. 8. Phase 4 Continued <ul><li>4. Generalization #4: Targeted populations are often very forgiving of people who admit they don’t have a complete understanding of the targeted group’s perspective but desire to understand it. </li></ul><ul><ul><li>Tip #4: At small to medium meetings, articulating your vulnerability can help lesson skepticism and win allies. </li></ul></ul><ul><li>5. Generalization #5: Targeted populations, like other groups, tend to respond very positively to facilitation approaches that emphasize everyone having their voices heard. </li></ul><ul><ul><li>Tip #5: Group polling – pre-event electronic surveys and audience polling technology at event day - can be extraordinarily helpful in establishing an inclusive tone or eliciting tough perspectives. </li></ul></ul><ul><li>6. Generalization #6: People who may object to your meeting or parts of it will not expect you to embrace them as participants. </li></ul><ul><ul><li>Tip #6:Have a strategy for people trying to disrupt your process – rehearse your verbal jujitsu responses to attacks within and outside the meeting. </li></ul></ul>The DWC Group Diversity Wisdom Collaboration