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M B O L S
& CULTURAL AWARENESS
O P T I O N
1. All-Day "Diversity Seminar" Program --
2. "Diversity Day" Presentation or Keynote Address --
3. "Black History" Presentation --
4. Dr. Freeman's African American History Collection --
5. Preview Online Diversity Course --
Flash Player needed to Preview Courses -- Download
6. Critical Incident Debriefing --
7. Symbols that Address Cultural Awareness --
8. Employee Assistant Seminars in DC Region --
Invitation to Participate in -- "THE
MOMENT" -- Dr. Freeman's Latest Book Project
Freeman Institute's™ philosophy in presenting the subject
of diversity is best understood when considering an onion
with its many layers. Each layer presents another
opportunity to discuss the best ways to work together with
greater harmony, understanding and mutual respect. Here are
just some of the layers we address:
Cultural Awareness brings
in some other elements. Symbols bring another dimension to
this. Symbols are arbitrary & have different meanings attached to them in each culture.
Verbal: linguistics, we pay the most attention to this system, 5000 languages,
Written: there are different systems, the Roman system, Arabic & Chinese writing, pictographs, “sin” in English versus sin in Spanish means without
Numeric: numbers and systems of numbers, they express relationships, Morse Code
Pictorial: they have different meanings in each culture, the mind must complete the meaning of missing information, Chinese use a bridge to illustrate death, for Europeans it illustrates relationships,
Europeans in Zambia eating canned food with label of contents, after baby born, can showed picture of a baby, tribal people thought they were cannibals.
Artifactual: three dimensional objects like sculpture & art, items that we use in daily life like clothing, jewelry, furniture, transportation,
Audio: music, tone of voice, groans, sighs, bells, whistles:
|Kinesics: body movements, we use them unconsciously, hand or head signals, gestures, facial expressions, use of left hand insulting or toilet hand, waving in Kenya, hand motions in Texas, shaking hand in Africa, how do you show the height of a
Optical: light and colors, red, white, black, blue, green
Tactile: touch the sense of touch, embracing someone, kissing or greeting with kisses, shaking
Temporal: use of time, there are different uses of time, some societies are focused on the past, others on the present, others on the future, difference of use of time between Mexicans & US (US
may arrive at exact time to show respect, Mexican may arrive ½ later to show respect)
Spatial: use of space, personal space and work space is different for each culture, how far one stands from someone when talking informally varies from culture to culture & can cause great discomfort if personal space is violated, work space can show importance, distance between houses can be cultural
Olfactory: taste, smells, odors, tastes and odors have different connotations, incense, spices, perfumes, aftershave, Communion, special foods have significance, water, Ethiopian tribe uses rancid butter as hair & skin cream, to us it smells bad, to them it is positive, they greet one another by saying “You smell good” instead of “How are you?”
Three Key principles:
1. We rarely use one system by
itself: We use two or more at once. When audio and visual is used together retention of the subject is 65% after three days instead of only 10 or 20% after three days when only audio or visual is used.
2. It is possible for one system to contradict the other systems. This is the reason for much misunderstanding. When the systems are in agreement we believe that the message is sincere, if the contradict one another we believe that the person is insincere. We have the tendency to believe the less conscious systems. If there is a disagreement between the verbal and the audio and kinesics systems we will believe the less conscious systems, that is the audio and the kinesics. This happens often in intercultural communication. It is this which leads to lack of confidence and cross cultural mistrust.
3. In each system there are two levels of information: rational and emotional. Some are more emotional than the others. In most cultures these are the Spatial, Olfactory and Temporal systems. The miss use of space can cause the person to become angry without knowing why. Strong emotional reactions can erupt without any understanding of what is happening.
Return on Investment (R.O.I.):
Some futurists predict that by the year 2050 there will be
no clearly defined racial/cultural majority in the USA.
Demographic changes and shifting attitudes in the nation
result in a different face of the workforce. In work
environments where differences in gender, race, religion, or
other cultural aspects are not addressed, undue tension
results. Our diversity training approach moves beyond a
basic awareness of differences; we help people learn skills
to cope more effectively with the challenges of facing
diversity in a responsible and reflective manner. The
proactive implementation of the contents of this diversity
program can't help but usher in greater productivity and
creativity in any organization.
Would you like to see a stunning
"Night At Earth" image?
groups have different needs. The "Diversity: The
Value of Mutual Respect" seminar experience (see
program overview below) is meant to be an interactive
experience in a fun, non-threatening atmosphere. The
following interactive game is a proven option available to
During the afternoon,
participants can experientially understand more about
diversity by playing the KnowMe™ game with any
number of groups of six -- with a debrief exercise after
everyone is finished. This highly-interactive game is based
on the Disclosure/Feedback model of awareness known as the Johari
Window (click to view more about the game), named after
Joseph Luft and Harry Ingham. This award-winning game has
been used in over 20 countries by a wide range of
organizations and is specifically designed for establishing
trust and building relationships in the workplace. The
larger the group, that harder it is to facilitate this game.
It can work with larger groups, but it works best with
groups consisting of between 6 to 18 participants.
Diversity Game -- This game
enables participants from different groups (whether defined
by culture, race, gender, status, or any other
criteria) to explore issues of diversity together.
Light-hearted: Tell the group how your life has
been affected by people with physical disabilities."
Light-hearted: Ask the group how they think the
children in your family are being educated and how you feel
| Serious: Tell the group about a
tradition or cultural value that is particularly important to
|| Serious: Ask the group what
special days or public
holidays they think are most important to you. Why?
| In-depth: Tell the group what you
could do to
improve the attitude of family and friends toward members of
other cultural or race groups.
| In-depth: Ask the group members
how they think
you feel about belonging to your racial or ethnic group in
this country today.
"Travel is fatal to prejudice, bigotry and
narrow-mindedness and many of our people need it sorely on those
accounts. Broad, wholesome, charitable views of men and things
cannot be acquired by vegetating in one little corner of the earth
all one's lifetime." -- Mark Twain, 1867
"Managing diversity is the process of
creating and maintaining an environment that enables all
participants to contribute to their full potential in pursuit of
-- R. Roosevelt Thomas, Jr., D.B.A.
Competency Program Specifically designed for Mental Health
SUCCEEDING IN YOUR ORGANIZATION WITH A DISABILITY
Take the time to
also read the e-publication
"Cultural Coaches: Help For Executives Who Don't Get It".
UNIQUE DIVERSITY PROGRAM ~
-- Switch your long distance today. Choose from 4
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Satisfaction Guaranteed. Period.
want you to know how pleased we were with your
presentation, Diversity: The Value of Mutual
Respect, which was presented at our
Multicultural Training Observance in Dallas, Texas
on May 22, 2002.
who participated in both sessions of your
presentation were nearly unanimous in their
assessment of its relevance and value. Your approach
to viewing diversity as a multi-layer phenomenon was
unique. And your ability to relate to a
multi-racial, multi-cultural and multi-generational
audience, and keep the participants attentive
throughout your presentation was a major contributor
to your success. A major benefit of your
presentation is it offered to those in attendance a
unique framework for assessing their basic beliefs
about living and working in a multicultural society,
and provided us a point of departure for additional
discussions about the benefits of mutual respect in
the workplace and the larger community.
am happy we were able to bring you to Dallas as a
part of our Multicultural Training effort. Your
presentation was the "meat and potatoes"
of what we regarded as a very successful training.
Civil Rights and Equal Opportunity Manager
Schedule Dr. Freeman's Diversity Presentation
"Diversity transcends race and gender, affirmative action and Equal
It must encompass a fundamental
appreciation of one another and a respect for both our similarities
and our differences. It must include a heartfelt respect in attitude and
in behavior towards those of
different race, gender, age, sexual
orientation, ethnicity and those with disabilities.
All the facets that make each individual the unique and precious resource that each of us is."
-- Ronald Brown, Former Secretary of Commerce
~ Managing Diversity, Equal Employment
Opportunity and Affirmative Action ~
| Many organizations are beginning to implement
diversity initiatives. Despite the enormous popularity of
these initiatives, it has become increasingly clear that some
workers may be confused by the concept of managing diversity.
Employees sometimes confuse managing diversity with EEO and
affirmative action programs. Some people use the three terms
Affirmative action programs are an outgrowth of
EEO laws, rules and regulations. Affirmative action is
government-initiated and mandated in certain circumstances. It
is compliance-based and relies on statistical comparisons of
various demographic groups. Affirmative action programs
contain goals and
timetables designed to bring the level of representation for
minority groups and women into parity with relevant and
available labor force indices. Affirmative action programs
seek limited bottom line results by changing the mix of women,
minorities, and persons with disabilities in a particular
Affirmative action programs generally cover those
groups protected by Title VII of the 1964 Civil Rights Act.
Where appropriate, and subject to legal interpretation,
organizations may set affirmative employment goals to increase
the numbers of women, African Americans, Hispanics, Asians,
Native Americans, white males, and people with disabilities.
While affirmative action programs are mandated, managing
diversity initiatives are voluntary in nature.
While affirmative action programs are a reaction
to under representation, managing diversity initiatives are
proactive. Managing diversity seeks to address issues related
to human resources, internal communications, interpersonal
relationships, conflict resolution, quality, productivity, and
efficiency. Some of the human resource issues addressed by
properly managing diversity may be indirectly related to EEO
and affirmative action concerns. The main focus of managing
diversity is to find productivity gains through respecting,
valuing, and using the differences people bring to the
workplace. The idea is to find a
way to let everyone do what he or she does best in order to
gain a competitive edge. While affirmative action seeks an end
result, managing diversity is a long-term change process that
seeks to identify and actually change the organizational
culture of an agency.
In the short-term, organizations needs both an
affirmative action plan and a managing diversity strategy.
However, as legal restrictions on affirmative action programs
continue to tighten and organizations proceed with downsizing
and reengineering activities, long-term change strategies will
Regardless of the changes affirmative action may undergo,
organizations will be far ahead of the curve by implementing a
Workplace Diversity Initiative early on. The sooner we all
learn the differences between managing diversity, EEO and
affirmative action, the more prepared we will be collectively
to meet the realities of our ever-shrinking planet. Note the differences
|* Changes the way an
* Social and moral justifications
* Focuses on race, gender, ethnicity
* Changes the mix of people
* Perception of preference
* Short-term and limited
* Grounded in assimilation
* Measured quantitatively
|* Changes the way an
* Efficiency, and quality
* Focuses on all elements of diversity
* Changes the systems/operations
* Perception of equality
* Long-term and ongoing
* Grounded in individuality
* Measured qualitatively
at Program Service Center -- HHS
RADM Kenneth P. Moritsugu, MD, MPH
Deputy Surgeon General, 13 May 1999
Martin Luther King Day Event
an overview of book Dr. Freeman co-authored
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