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--------------------------------------   O  P  T  I  O  N  S   ---------------------------------------
1. "Diversity Day" Presentation or Keynote Address -- See Below
All-Day "Diversity Seminar" Program -- See Below
3. "Black History" Presentation -- Click Here
4. Employee Assistance Seminars, DC/Baltimore region -- Click Here
Preview Online Diversity Course -- Click Here
Online course is designed for the general marketplace...
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An Open Invitation to Participate in -- "THE MOMENT" -- Dr. Freeman's Latest Book Project

The Freeman Institute's™ believes that the word "diversity" has been ripped off by the world. Many Christian leaders are afraid to address the topic because of the many perceptions that cloud the topic. The Bible is a rich repository of diversity. Just look at the many backgrounds of the authors -- shepherds, prophets, kings, farmers, tent makers, etc. Our 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. The cross of Jesus Christ is at the very center of it all. Everything on this page can be customized for faith-based organizations. Here are just some of the layers we address:

  • Fear of Loss

  • Cultural Competency

  • Professional Status 

  • Religious Affiliation 

  • Generational Influences

  • Disability Awareness

  • Gender Differences

  • Personality Style

"Sometimes I feel discriminated against, but it does not make

me angry. It merely astonishes me. How can anyone deny

themselves the pleasure of my company? It's beyond me." 
                                               - Zora Neale Hurston 

Of course there are many more layers in some organizations, like Political Differences, Musical Tastes, etc..  We believe that workforce diversity and cultural competency is dealt with through the doorway of each unique personality style. (When we deal specifically with Cultural Awareness, we address eleven Symbols that impact every organization. Missionaries need to be attuned to these aspects before venturing to any field of service.)

Everyone approaches workforce diversity in their own style. Some folks are more blustery in their approach while others are more quiet and reserved. It's hard to know what they are really thinking. Attitudes may be strongly felt, but are not as readily accessible to co-workers. Still others deal with diversity as a task to be accomplished. 

Understanding diversity begins by awakening the understanding our own "hot buttons" and discovering how and perhaps why we behave the way we do. People around us do not respond to our intentions. They respond to our behavior. Regardless of our values, it is paramount that co-workers treat each other with respect and integrity.

Our initial focus is in helping participants take an inward look, understanding more about their own strengths and vulnerabilities. This is done with a certain gentle artistry in which no one has his or her dignity or self-respect stripped in the process. Actually, it is a lot of fun. 

Then we help participants take an outward look -- how they interact with others around them. Here we show participants how they can, not only understand their co-workers, but also have the skills necessary in exporting this knowledge to their other relationships. People who are happier at home tend to be happier and more productive at work and vice versa.

Check Out the 140-Minute Video
and Seminar Presentation

"A White Man's Journey Into Black History"







































































































































































Working in a diverse workforce stretches and challenges everyone's internal world. Gender, race, generational issues and other layers cause all of us to take a brand new look at personal prejudices and narrow-mindedness. At the same time, each new layer provides another wonderful opportunity to seek to understand before seeking to be understood.

Training, education and skills determine the "what" we do. Values are the "why" we do things the way we do them. Behavior and emotions are the "how" we do what we do. Co-workers do not respond to intentions, they respond to behavior. That is why we focus upon the "how" and what sponsors it from the inside out.

* HOW: Determine Your Specific Approach to Diversity
* PROBLEMS - How you approach problems and challenges
* PEOPLE - How you interact and attempt to influence people
* PACE - How you respond to change and activities
* PROCEDURE - How you respond to rules and regulations set by others

Civility in the workplace must be expected and is imposed externally by any organization wishing to remain competitive. But there is higher level of success that emerges from harnessing the power of mutual respect and cross-cultural understanding. Mutual respect must spring from the internal structures of each individual. For this to truly capture the culture of the organization this must cascade down from the senior leadership to every level of the organization -- enhancing creativity, productivity and an emotionally safe environment.

With humor and out-of-the-box thinking this program will offer each participant an introduction to a deeper understanding of Diversity: The Value of Mutual Respect.

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.


The KnowMe™ Game -- Based Upon the Johari Window

Different 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 interested organizations:

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.

Workforce diversity is like an iceberg. Because of busy schedules, it is easy to interact with co-workers on the surface. Our diversity programs help people, who may have even worked together for years, connect at a deeper, richer level.


  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 about this."
 Serious: Tell the group about a tradition or cultural value that is particularly important to you. Why?  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 organizational objectives."
                                                                                          -- R. Roosevelt Thomas, Jr., D.B.A. 

Cultural Competency Program Specifically designed for Mental Health Professional  NEW!


Take the time to also read the e-publication from
"Cultural Coaches: Help For Executives Who Don't Get It".

~ Basic Thesis ~

Diversity is everywhere! It's the spice of life! We all are different. Some of us are thinkers, others are doers, some are passive, and still others are aggressive. Mix in the different categories of professional status, ethnicity, generations, gender and it makes for an interesting melting pot begging for mutual respect. 

Most people come to work with pretty good intentions, but we can get on each other's nerves just by being ourselves. In the every-day stress of a diverse work environment, the tiniest issues can escalate. And soon we may fight about the way we are fighting, instead of dealing with the real issues – seeking to understand before we seek to be understood.

As mentioned before, in a diverse work place co-workers do not respond to our intentions. They respond to our behavior. By focusing on behavior, employees are introduced to a deep experience as they explore how individual behavior heats up or cools down the emotional climate of the work environment.

For the people within organizations, The Freeman Institute provides skills and tools  to learn how to agree and disagree within the framework of mutual respect and commitment to each other.  

Check out the Cultural Diversity Links
Native American Indians       Latinos / Chicanos / Hispanics
Asians and Asian Americans     African Americans
European Americans      Multiracial and Inter-racial



Telephone -- Switch your long distance today. Choose from 4 great plans with rates as low as 3.9¢ per minute.

Immediate and long-lasting  

  1. Each participant has a better understanding of his or her respect for workforce diversity.
  2. Reduction of the potential for conflict or power struggles
(preventive maintenance vs. crisis management).
  3. Higher morale and greater productivity.
  4. Better listening and communication skills.
  5. Greater sensitivity to work force diversity.
  6. Tools for influencing an emotionally safe climate.
  7. Working with diversity; not against it.
  8. Knowing how to approach different people and situations.
  9. Implementation of diversity in a win/win style.
  10.Enhancing self-motivated work teams.
  11.What works and what doesn't work in terms of motivation.
  12.Dealing more effectively with difficult behavior in a diverse workforce.

Determine Your Specific Approach to Diversity
PROBLEMS - How you approach problems and challenges 
PEOPLE - How you interact and attempt to influence people 
PACE - How you respond to change and activities 
PROCEDURE - How you respond to rules set by others


ucceeding In Your Organization With A Disability

Cultural Competency Program Specifically designed for Mental Health Professional  NEW!

Comprehensive information addressing violence awareness and prevention in the workplace

 View Streaming Video Clip of Dr. Freeman
It's kinda scary...but you've been warned!


75% of the focus of this seminar will be on the internal world of the participant. 
25% of the focus will be on how participants interacts with others.

May be viewed as a generic full day version with appropriate breaks, half day or keynote presentation.

 * Participants share the best part(s) and most challenging aspect(s) of their jobs (if  smaller group).
 * Presenter introduces himself and the purpose of the diversity program.
 * Humorous concepts illustrating the reality that people are different; predictably different.
 * Explore the five contributing factors to one's approach to diversity:  i. Heredity 
ii. Childhood role models  iii. Birth order  iv. Physical characteristics v. Experiences 
 * Emotional pain -- the great modifier of human behavior.
 * Interpret the meaning of the Diversity Awareness Spectrum
 * The differences between power and influence in diversity.
 * Johari Window -- How trust and mutual respect are built up or broken down in an organization.
 * How personal Blind Spots and Mask effect leadership/ followership styles and diversity.
 * Peeling the layers of the onionskin to get to the core issues of workforce diversity:  i. Gender issues
     ii. Cultural diversity  iii. Generational influences  iv. Professional status  v. Disability Awareness     
     vi. Personality style
 * Administer personal profile material
 * Overview of the universe of the four dominant communication styles and how each style:  
    i. Responds to or reacts to emotional pain  ii. Seeks to control his or her environment  iii. Leads and
follows  iv. Makes decisions  v. Completes communication  vi. Deals with change  
vii. Processes information  vii. Handles "personal attacks"  
   viii. Deals with workforce diversity
 * Three main areas where conflict generally erupts, combined with concepts for preventive 
    -- plus skills for managing  oppositional behavior after it has escalated. This is where  communication
    breaks down or is built up and where the value of diversity is enhanced!
 * In-depth study of each communication style  i. Major fears  ii. Natural and adaptive styles when
confronted by diversity, stress or change  iii. Dynamic drives  iv. Needs-motivated behavior and
    communication language  v. Tools for working effectively with each style  vi. How personal dominant
and sub-dominant styles can compliment vs. cause internal stress  vii. Drawing the best out of others 
   at work and at home  -- lifestyle change
 * Learning to "read" one's diversity graph.
 * Now what do we do with the information?
 * Play the
KnowMe™ game, along with a debrief exercise.

 * Time for feedback, personal responses to the accuracy of the information, and specific questions.
 * Help to develop action and accountability plans for harnessing the power of workforce diversity.
 * Allowance for one-on-one time with instructor.

Contact us for a more detailed and customized diversity program.

  100% Satisfaction Guaranteed. Period.



Dear Dr. Freeman:

I 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.

Employees 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.

I 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.

Emerson Lattimore
Emerson Lattimore
                        Civil Rights and Equal Opportunity Manager


To Schedule Dr. Freeman's Diversity Presentation

To View More References: * NASA
* Prince George's County Public Schools Equity Assurance Office
* Seattle Port Authority
* Los Alamos National Laboratory

WFO Eastern North Dakota Connects to NOAA Diversity Lecture Series

As part of the Monthly Diversity Lecture Series, a group of WFO Eastern North Dakota personnel participated in a talk on by Joel Freeman entitled "Dealing with People Who Drive You Crazy." 

   The talk took place live in Washington, D.C., for NOAA Headquarters personnel and was viewed live over the Internet via Real Player on the PDW in the Training Room. The voice quality ranged from  good most of the time to a bit fuzzy at other times. 

   The talk was quite interesting, as the expert (Dr. Joel Freeman) spoke about various personality types that must interact in the work setting. We all realize some of us are more "doers than thinkers" and vice-versa. The point is that each of us brings value into the workforce, although each in a different way and further understanding of these personality variables will increase each person's and then the overall offices functioning. 

   He also spoke about differences relating to gender, religious and ethnic backgrounds, age and others. Again, further understanding of these differences in the workplace will enable all of us to improve our work place relationships and could all make us "feel better" about our contributions to the office and agency mission.


"Diversity transcends race and gender, affirmative action and Equal Employment Opportunity.
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 interchangeably. 

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 agency.

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 become essential. 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 below. 




* Changes the way an organization LOOKS
* Federally-mandated 
* Social and moral justifications
* Legally-driven
* Focuses on race, gender, ethnicity 
* Changes the mix of people 
* Perception of preference 
* Problem-focused
* Short-term and limited 
* Grounded in assimilation
* Reactive
* Measured quantitatively
* Changes the way an organization WORKS
* Voluntary 
* Efficiency, and quality
* Productivity-driven
* Focuses on all elements of diversity 
* Changes the systems/operations
* Operational-focused
* Perception of equality 
* Long-term and ongoing 
* Grounded in individuality
* Proactive
* Measured qualitatively


Delivered at Program Service Center -- HHS
RADM Kenneth P. Moritsugu, MD, MPH
Deputy Surgeon General,  13 May 1999

Martin Luther King Day Event
Los Alamos National Laboratory
January, 2003

Read an overview of book Dr. Freeman co-authored

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"Dealing  With  People  Who  Drive  You  Crazy!"®
The Freeman Institute™ Box 305, Gambrills, Maryland 21054
TEL 410-729-7800   CELL 410-991-9718   FAX 410-729-0353



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