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This page contains downloadable articles on a variety of diversity,
bias-reduction, and cross-cultural subjects. Please e-mail Sondra if you have questions about any of this material or
if you would like to discuss the possibility of designing a
custom-presentation around any of these themes.
Downloading and Reprinting Articles:
- Feel free to download articles for your personal use.
- Should you wish to re-print articles that carry the copyright
of Sondra Thiederman, Ph.D. or Cross-Cultural Communications,
you have permission to do so as long as the current copyright
statement and all contact information is included.
- Should you wish to re-print articles that carry a different
copyright, please contact the original publisher for permission.
Please click on a category below to view a list of articles:
(For additional articles, click
here to access past issues of
the "Bias-Free Leadership" e-newsletter.)
 Diversity
Definition, Business Case, Process Facilitation
Making
Your Diversity Process Work: (See also Association Management.)
Recruitment
and Retention: (See also Association Management.)
Managing
and Mentoring
Diversity
Training
Bias
and Stereotyping
Individual
Diversity and Cross-Cultural Skills: (See also Bias and Stereotyping.)
Bridging
Language Barriers
Body
Language
Gender
Differences
OP-Ed
Pieces and Commentary
Association
Management, Meeting Planning, Professional Speaking
Industry-Specific
and Function-Specific Articles
Health
Care Industry
Managing Diversity Tension and Conflict
 Diversity
Definition, Business Case, Process Facilitation
"Getting 'Culture Smart'TM: The Key Component of Corporate Culture Change"
Authored for Executive Excellence magazine this article discusses the relationship between Affirmative Action and workplace diversity and then addresses the issue of what each of us as individuals can do to minimize our biases and bring about a diversity-friendly culture change. (See also articles on Bias and Stereotyping).
“Diversity Q&A: Answers to Your Most Often Asked Questions”
Originally prepared for publication in a client newsletter, this question and answer formatted article answers questions from how to learn from the errors of other organizations to whether it is behavior or attitudes that are more important to change in order to make diversity work.
"Diversity: Resolving the Mystery"
When America West Airlines asked Sondra to write a piece for their newsletter, Aware, she decided to address specifically how diversity affects America West’s ability to conduct global business, attract diverse customers, and manage staff of many backgrounds.
“Why Diversity Matters: The Business Case”
There was a time when corporations in the U.S. could get away with ignoring workplace diversity issues, hiring employees that all look and think alike, and even catering only to one type of consumer. Those days are gone and with them has dissolved the myth that diversity has little to do with business. This article draws a clear picture of why diversity matters to the success of every organization.
“‘Diversity’: It’s More, and Less, Than People Think”
One of the greatest barriers facing human resource and diversity professionals today is the resistance encountered when attempting to get upper level support for their diversity programs. Often this resistance grows out of misunderstandings about what diversity is. This article surveys the most frequently-encountered misunderstandings about diversity and seeks to clarify what it means to the world of business.
Making
Your Diversity Process Work: (See also Association Management.)
“Getting Upper Level Support”
Starting a workplace diversity program can be a challenge particularly if you are having difficulty obtaining executive level support. This article which was originated for Monster.com provides valuable insights into how you can persuade management that your diversity initiative is worth their money, energy, and commitment.
“Tips for Making Your Diversity Program Work: Part I"
Setting up a workplace diversity program can be an intimidating process. By looking at the mistakes that other companies have made, your organization can learn from the errors of others. This article emphasizes the importance of taking one step at a time, including everyone in the diversity effort, and never lowering your standards when implementing your diversity efforts.
“Tips for Making Your Diversity Program Work: Part II"
One of the common errors that organizations make with respect to their diversity efforts is to put more emphasis on guilt than on responsibility. If we are to make progress in our diversity efforts, we must emphasize the responsibility which every team member has and provide them with the skills necessary to execute that responsibility. We must also find ways to bring diverse people together so that they can get to know each other as individuals not just as members of a particular category of people.
“Regaining Our Balance: A Look at Diversity Backlash”
Written for the Mosaics newsletter of the Society for Human Resource Management, this article discusses the roots of backlash to diversity and proposes several solutions to this pervasive challenge.
The Diversity Paradox: What We Share, How We Differ
Those involved in the diversity field have become increasingly aware that, if our workplaces are to be productive, we must focus, not only on how team members differ, but also on what they share. Diverse groups can be – no one can deny it – more innovative and creative than homogeneous groups. The operative phrase here is “can be” because, unless there is some foundation of commonality, that creativity will inevitably flounder in a sea of misunderstanding, bias, and a discomfort so great that ideas go unexpressed and differing views remain unspoken.
Recruitment
and Retention: (See also Association Management.)
“Recruiting The Finest: Gaining Access to a Diverse Workforce”
Few organizations would deny that recruiting a diverse workforce is a priority if they are to succeed in a global marketplace. At the same time, they complain that “There are no black engineers,” “Women don’t get computer degrees,” or “It’s just too hard to find Latino physicians.” This article diffuses those objections by providing strategies for locating employees of all backgrounds.
“Retaining the Best”
No one wants to work where they are unwelcome, uncomfortable, or unfulfilled. Sadly, this is what can happen when we make little effort to make our workplaces hospitable to and inclusive of employees of all backgrounds. This article discusses ways in which organizations can create diversity-friendly environments which will not only attract, but retain, the finest quality employees.
"Do's and Don'ts of Diversity Recruitment and Retention"
Learning to recruit and retain diverse employees is an essential skill if we are to compete effectively in our increasingly-diverse marketplace. This list of “Do’s and Don’ts” will help you create a workplace in which people of all backgrounds have the opportunity to contribute fully to the success of the organization.
Managing
and Mentoring
“Oops! I Didn’t Mean to Discriminate”
This article, reprinted by permission from Executive Excellence , discusses the all-too-common ways in which otherwise competent managers can create inadvertent unfairness in the workplace. It focuses on how ignorance of difference can lead to misunderstandings, miscommunications, and “accidental,” (but still painful and expensive) discrimination.
“Motivating Across Cultural Lines”
Differences in cultural values require extra skill when attempting to motivate behavior change. This article details three such skills and talks about how they can improve manager effectiveness in a diverse workplace. Included are the importance of accurately interpreting behaviors, strategies for explaining our expectations in a way that can be understood, and culturally-sensitive methods for reinforcing the desired change.
“Formal Mentoring: A Way Around the Barriers of Bias”
Formal workplace mentoring programs have proven to be among the most effective strategies for helping people to know each other better and, thereby, diminish bias in the workplace. This article talks briefly about several ways to make such programs a success.
Diversity
Training
“Diversity Training: It’s Harder and Easier Than You Think”
First published in Training Trends, this article employs a question and answer format to answer some of your most basic questions about diversity training and how to make it a success.
“Diversity Training: Facing the Truth About Pitfalls and Benefits”
Written for health care administrators, this article surveys the basic principles for choosing a consultant to help design and implement in-house diversity training.
“Training Across Cultural Lines”
Language and cultural differences can create challenges in training immigrant employees. This article discusses the impact of respect for authority and the desire to save face on training strategies and proposes techniques for overcoming these difficulties.
"Bias Reduction: Can Training Do the Job?"
Ever since the first manufacturing foreman showed a new hire how to assemble a carburetor, training has been an essential element of the success of every organization. From physical skills to design techniques to sales strategies, no one has ever disputed the value of workplace learning; that is, unless that learning involved the change of one of our most destructive attitudes: Bias. Originally published on the Chief Learning Officer web site, this article argues that training can have as positive an impact on reducing bias as it can on learning any other inter-personal skill.
Bias
and Stereotyping
“Biases: The Fundamental Questions”
Part of a series of Q&A columns written originally for Avnet, Inc. this article answers questions asked by Avnet employees regarding the origins and definitions of bias.
“Just Like Me”
This column answers the question of whether or not it is biased to, when entering a room, be drawn to people like oneself.
“A Little Knowledge....”
Biases and stereotypes grow from many roots, but one of the many nutrients that keep them alive is the amount of incorrect information that permeates our workplaces. This articles seeks to clear up some of that misinformation and makes the point that we must double check what we think we know before jumping to conclusions about people or situations.
“A High Price to Pay”
The title of this article refers to the high price we pay, both personally and in the workplace, for the biases and stereotypes we possess and the ones we allow to flourish around us.
“’Positive Bias:' More Dangerous Than You Think.”
Bias is alive and well in the workplaces of America. Perhaps examples of blatant racism, sexism, and homophobia have declined, but these sins have been matched by a new type of bias: Positive bias. Positive biases can be just as dangerous as negative ones because, although they take the form of generalizing a positive characteristic to an entire group of people, they still negate our ability to see individuals for who they are and for what they have to offer in the workplace.
“Hidden Biases: The Most Dangerous Enemy”
At the core of any challenge you face with diversity in the workplace lies a demon called “bias.” Of course there is the obvious bias of racism, sexism, and discrimination. There is, however, a more subtle kind of bias that can be even more dangerous than the blatant hatred of another group. I call this subtle bias “Guerilla Bias”™ because it hides in the jungle like a guerilla warrior and is hidden behind layers of lovely flowers and lush foliage. This article identifies several types of “Guerilla Bias”™ including the bias that lurks behind the illusion of kindness in holding women and minorities to a lower standard of performance, the bias that is reflected in the fear of honestly coaching “diverse” employees, and the bias that is buried beneath excessive reliance on political correctness.
“Stereotyping: Overcoming Your Worst Diversity Enemy”
Perceiving individuals accurately is a key skill in being hired and in functioning successfully in the workplace and in life. When it comes to working around people who are different from ourselves, the greatest barrier to this accurate perception is stereotyping. Learn some practical ways to minimize stereotyping in yourself and in others.
"'Guerilla Biases': The Manager's Hidden Enemy"
Although there still are cases of blatant bias in the workplace, most practitioners believe that the real enemy of diversity is a more subtle, less-conscious kind of discrimination. This article focuses on a particular kind of subtle bias:"Guerilla Bias." I use this peculiar lable because, like the guerilla warrior who lies concealed behind lush foliage, this bias hides behind kindly words and thoughtful acts. Originally published in Profiles in Diversity Journal , this article describes this incidioius brand of bias and proposes strategies for its defeat.
"The Vision Renewal Process: How to Achieve Bias-Free Leadership"
Most of us like to think of ourselves as nice people who go out of our way to value diversity, avoid hurt feelings, and give people a break. Surely, we could never be accused of blatant racism, sexism or any other “ism” for that matter and, heaven forbid, we certainly have no biases, at least none that would affect our work. That's what we -- including me -- would like to think. This article shows us where we are wrong and surveys some strategies for solving the problem.
"Which Biases Should I Attack First?"
A key to successful bias-reduction is to focus first on those inflexible beliefs that are interfering most with your ability to lead effectively. This brief article lays out ten questions that will help you identify those biases that are causing the most damage in your work and, therefore, to your organization.
"Is There Bias on Your Diversity Council?"
Have you ever wondered whether there is bias on your Diversity Council or among your Diversity Champions? This brief article takes a look at this controversial question and highlights the damage that biases -- even those held by otherwise diversity-sensitive people -- can cause.
"How to Dissect and Beat Your Biases"
Even the nicest of people have biases and stereoyptyes that can interfere with teamwork and productivity. Find out what you can do to defeat these “inflexible beliefs” and, in turn, build better and more productive workplace relationships.
"The Bias Burden: How a Bias Can Weigh Down Your Career"
When we think of the damage bias does to careers, our minds immediately go to how one person's prejudices cause them to retard the professional progress of a person different from themselves. This article has a new take on how conscious and unconscious bias can damage careers and agues that it is often the biases we hold inside us -- not the ones held by others -- that can do the greatest harm.
"The Enemy Within: How Our Own Biases Defeat Career Success"
We all have suffered career mishaps that are hard to explain. This article raises an often un-talked about reason that could account for some of incidents of professional frustration. That element is the biaes we hold in our hearts and the faulty decisions those biases can lead us to make.
"Fake It Till You Make It: The Final Bias Solution"
First published on the Society for Human Resource Management's diversity web site, this article answers the question, "What do I do when biases that I previously thought were gone unexpectedly reappear?"
"Squashing the Bias Revival - Part I"
One of the challenges with defeating the biases within us is that they have this aggravating way of reappearing just as we thought they were gone forever. This article is Part I of a two-part series that will help us know what to do when we sadly discover that our biases are not as gone as we had thought.
"Squashing the Bias Revival - Part II"
This is Part II of a two-part series on what to do if biases come back long after we have come to believe they are gone forever. In this issue, we will talk about what causes a bias or steretoype to reappear and then focus on how to diffuse the impact negative events can have on our ability to keep bias at bay.
"Can Bias Be Defeated?: What the Research Reveals -- Part I"
I don't believe that we are born biased. There is no genetic predisposition to bias, no bias gene rides on our chromosomes, there is no DNA test that can identify who is biased and who is not. Bias is learned and, because it is learned, it can be unlearned. The purpose of this three-part series is to lay out the evidence that indeed, with a little effort and a little courage, bias can be defeated. Part I discusses the research of Dr. Robert Kurzban and his conclusions that there is hope for the defeat of bias.
"Can Bias Be Defeated?: What the Research Reveals -- Part II"
In Part II of this three-part series on the question of if bias can be defeated, we examine the work of Professor William Cunningham of the University of Toronto. Professor Cunningham has more light to shed on whether biases can be banished or if we are doomed to merely work around them.
"Can Bias Be Defeated?: What the Research Reveals -- Part III"
In Part III of our series on whether or not human beings have the power to abolish their biases, we will take a look at the work of Professor Susan Fiske. Professor Fiske takes a fascinating view of the impact on bias of manipulating ourselves into looking at people as individuals, not just as members of a group.
"'Guerilla Biases' in Your Midst"
This article talks about a particularly incidious bias called "Guerilla Bias". Like the guerilla warrior who skulks behind beautiful foliage, Guerilla Bias hides behind kindly words and seemingly-thoughful acts. Read this article to find out the damage this kind of bias can cause and what can be done to remedy the situation.
"Common 'Kinship Groups':The Key to Identifying What We Share"
Originally published on the Society for Human Resource Management's diversity web site, this article demonstrates how focusing on what we share can go far toward defeating our biases.
Individual
Diversity and Cross-Cultural Skills: (See also Bias and Stereotyping.)
“Distorted Vision: Knowing Your Own Culture in Order to Know Others”
Those who work or live around people from other cultures understand the importance of learning about the differences which surround them. What is often neglected, however, is the equal value in knowing one's own culture as a key step toward relating more effectively across cultural lines. This article explains how awareness of one's own values and beliefs can improve any cross-cultural relationship. It also gives specific strategies for identifying cultural features which often, because of their very familiarity, go unrecognized.
“Looking for What We Share”
All this talk about “diversity” has misled many to believe that human beings are more different than they are alike. In fact, there are more commonalities between seemingly-different groups than there are differences. This article draws attention to those similarities and points out that everybody has the same desires for physical comfort and survival, security, dignity, and social support, although these needs are sometimes met in different ways. The piece goes on to provide specific strategies for identifying commonalities between people that, on the surface, seem very different.
(More information can be found about how to expand one’s kinship group to diffuse bias in Chapter 8 of Making Diversity Work: Seven Steps for Defeating Bias in the Workplace.)
“I Was Only Kidding”
One of the most frequently-heard complaints about diversity efforts is that they are taking the fun out of the workplace. After all, everybody loves a joke and a good laugh is a surefire way of building better teams and even of improving productivity. Here are some insights into how to reconcile the conflict between having fun and treating everyone with respect.
“Everybody is Entitled to Their Opinion”
Part of the Avnet series, this column answers the concerns of an employee who is uncomfortable working with gay employees. Find out what Sondra has to say about this delicate subject.
"Successful Meetings: The Diversity Factor"
Departmental meetings can be the most productive part of the week or the biggest waste of time. This article, originally posted on Monster.com, describes practical strategies to make every meeting a worthwhile effort. While emphasizing how diverse communication styles can make effective meetings more difficult, the piece points out the importance of setting an agenda, giving everyone the responsibility for making meetings work, and using creative strategies that match your individual culture.
“You’ll Never Know If You Don’t Ask”
One of the unfortunate things about the climate of fear that is found in many diverse workplaces is that too many of us are afraid to ask questions about differences. This article seeks to minimize this fear by providing guidelines about how and when to ask questions of those who are different from yourself. It talks about the importance of asking questions in a respectful way, of avoiding questions when a person is vulnerable or embarrassed, and of explaining why you need to ask the question.
“Acknowledging Differences: The First Step Toward Understanding”
This article, initially written at the request of a client, discusses one of the most often asked questions about diversity: When is it OK to ask about differences and, if so, how do I go about it?
“Cross-Cultural Business Etiquette: Formality, a Forgotten Art”
American culture and the American workplace have largely abandoned formality as a way of life and as a way of doing business. Among native-born Americans, this generally presents no problems, but when attempting to work and do business with people from other cultures, formality can be a valuable relationship-building tool. This article provides information on when and how last names and titles can be used to make colleagues of diverse backgrounds more comfortable in the workplace.
(If you are interested in specific cultural differences, you might want to look at Sondra’s book Profiting in America’s Multicultural Marketplace: How to Do Business Across Cultural Lines which can be purchased from www.Amazon.com.)
"American Culture: Knowing Yourself In Order to Understand Others"
The ability to know and understand one’s own culture is essential if we are to understand the points of view of those whose background is different from our own. This article demonstrates how cultural self-awareness can make us more effective when working in a diverse environment.
“When Good People Do ‘Bad’ Things”
Sadly, there are still cases of deliberate discrimination to be found in today’s workplaces. More common, though, are those instances in which discrimination results from simple misunderstandings or the ignorance of good people. Take a look at what you need to know to avoid these costly mistakes.
"Bias-Free Sales: Achieving Your Competitive Advantage"
Bias - defined as “ an inflexible belief about a particular category of people” – is an often un-acknowledged barrier to your sales success. Even the nicest of us, for example, might hold biases that cause us to draw knee-jerk, and usually inaccurate, conclusions about the meaning of an accent, the needs of a person from a particular culture, or the significance of a person’s gender, age, or disability. This article takes a look at the steep price we pay for allowing biases to interfere with our sales strategies.
Bridging
Language Barriers
“Language Barriers: Bridging the Gap”
Drawing on material from her two books, Profiting in America’s Multicultural Marketplace and Bridging Cultural Barriers for Corporate Success, this practical article supplies specific information on how to bridge communication barriers when faced with language and accent difference.
“English – It’s Greek to Me”
English is one of the most difficult languages to learn. As a way of showing managers the challenges being faced by their immigrant colleagues, team members, and customers, this article points out some of the quirky features that make the language a challenge and proposes the simple skills that can improve communication in a variety of settings.
"How to Tell If You Have Been Understood"
One of the biggest challenges when communicating in a multi-cultural workplace or when trying to do business across cultural lines is the more than 400 languages spoken in the United States today. This article seeks to minimize this difficult task by providing specific strategies for assessing if the message you have tried to communicate has been understood.
Body
Language
"Body Language Part I"
When it comes to building relationships with new Americans, there is a tendency to focus on the confusion created by differences in verbal language. What is often neglected is the importance of understanding the body language of people different from yourself. This article focuses on the functions of body language and why each of us needs to make an effort to understand and overcome the differences around us.
"Body Language Part II - How Far Away Should I Stand?"
Proxemics – the physical space between people during conversations – is one of the most sensitive and significant types of body language. This article discusses how the space we like to have around us is symbolic of the entire culture. It covers how mainstream Anglo-American culture feels about proxemics and how that differs from notions found around the world. The article emphasizes when and how we should adjust our space and how to find out about the differing views we might encounter.
Gender
Differences
"Men and Women: Differences to Be Admired:"
Gender differences are just about the most fascinating and complex type of diversity that we face in today’s workplace. Although no one characteristic applies to all men or all women, this article provides practical insights that you need to work more effectively with colleagues of the opposite gender.
“The Gender Gap: More Real Than You Think”
Originally written for a client, this article drives home the point that, although we can’t generalize, there really are differences in the way men and woman communicate and that those differences can make a real and tangible difference in the workplace.
OP-Ed
Pieces and Commentary
"Creating Victims to Compensate Victims"
Written in response to the settling of the discrimination suit against Texaco in 1996 and published in the Los Angeles Times, Sondra argues that to lump all black employees together as equally wronged, is patronizing and disrespectful.
"Opportunity Lost"
This short piece tells the story of a moment of diversity tension that happened between Sondra and a new acquaintance. The incident, what Sondra calls in her book Making Diversity Work: Seven Steps for Defeating Bias in the Workplace a “Gateway Event” because it might have opened both parties up to greater understanding, does not have a happy ending. Read this commentary to see what went wrong and what Sondra learned from it.
"What Do I Do Now?"
Sondra shares a painful story about the time an audience member told an ethnic joke right in the middle of her diversity presentation. What on earth could she do?
"White Males Have Needs Too"
Following a presentation for a group of white males at manufacturing company, Sondra returned to an e-mail from one of the participants. This anecdote talks about what the man had to say and how Sondra reacted to it.
"The Three Principles of Diversity: Dialogue, Dialogue, Dialogue"
This short essay uses a specific incident to emphasize the importance of dialoguing in the face of diversity tension.
(If you would like to learn more about how to have effective diversity dialogue, please see Part III of my book Making Diversity Work: Seven Steps for Defeating Bias in the Workplace.)
"One for All and All for One"
Written immediately following September 11, 2001, this opinion piece reflects Sondra’s views on the subtle Guerilla Biases™ that we directed at immigrants from the Middle East in the dark days following the World Trade Center bombings.
"Holding Immigrants to a High Standard: Do We Care?"
As the title reveals, this opinion piece argues that immigrants should be encouraged to learn the language of their new country so that they will have equal opportunities for success.
(The material in this piece relates to Sondra’s concept of “Guerilla Bias.”™ To learn more, see Chapter 3 of her book Making Diversity Work: Seven Steps for Defeating Bias in the Workplace . )
"Jayson Blair - The Victim of Bias"
In the midst of the debacle at the New York Times over journalist Jayson Blair, Sondra uncovered a poignant example of "Guerilla Bias" in the workplace.
Association
Management, Meeting Planning, Professional Speaking
“Barriers to Diversity: Overcoming Hurdles to Success“
Written some years ago for the Greater Washington Society of Association Executives, this article focuses on the key elements that need to be overcome in order to successfully integrate diversity into your organization.
"The 'New P.C.': The Move From Political to Personal Correctness"
While providing specific ideas for how to hire a speaker who will not offend your audience, this article argues that the answer lies, less in finding someone who knows all the precise rules of political correctness and more in identifying a speaker who has a personal commitment to treating all audience members with respect and sensitivity.
"Speakers Who Offend: What to Do If the Worst Happens"
Among meeting planners' greatest fears is hiring a speaker who in some way offends a member of the audience. This piece, written for Meeting Professionals International, tells the meeting planner what to do when faced with this awkward and damaging challenge.
“Ethnic Humor: Packaging for Acceptability"
Originally written for a publication of the National Speakers Association, this article guides professional speakers through the delicate issues of when (if ever) to use ethnic humor on the platform.
"Getting 'Culture Smart'TM: A Speaker's Guide to Making Diversity Work”
In order for speakers to work effectively in today’s increasingly diverse marketplace, we need to learn to both meet the needs of diverse audiences and to address the issue of diversity as a component of our core topics. This article provides the professional speaker with ten practical tips for achieving these goals with sensitivity and awareness.
“Capturing the Rainbow: Key Strategies for Building a Diverse Membership”
This article begins by asking the question, “Why doesn’t diverse association membership happen automatically?” and then proceeds to survey twelve strategies for facilitating the process.
"But Everybody Does It."
This article focuses on the ethical issues that professional speakers face every day and discusses how to resolve the often gray areas that accompany the booking, development, and delivery of a speech or training program.
"Toward Bias-Free Leadership: Your Association Wins When You Snuff Out Biases"
Originally published in Association Management magazine, this article focuses on how association executives can fall victim to both conscious and unconscious bias and what to do about it.
Industry-Specific
and Function-Specific Articles
"Bridging Cultural Barriers to Compliance and Fair Lending" (Banking/Finance Industry)
This short piece is based on Sondra’s presentation to the National Association of Professional Mortgage Women and points out how inadvertent bias can interfere with our ability to make fair and accurate lending decisions.
"Seeing Applicants Accurately: Bridging Cultural Gaps"
Written to meet the needs of loan officers who have the opportunity to review the applications of home buyers from many different communities, this piece provides information on how to see past those differences and fairly and accurately assess the individuals qualifications and financial status.
"The Best of All Backgrounds: What Passenger Vessel Owners Need to Know to Make Diversity Work" (Transportation Industry)
Written for the passenger vessel industry, “The Best of All Backgrounds” surveys the basic principles of making diversity work within organizations while putting special emphasis on maintaining a diversity friendly environment.
"Managing New Americans: Strategies for Making it Work" (Hospitality Industry)
The hospitality industry has had a long history of employing newly-arrived immigrants. This article touches on the fundamental skills for managing effectively in the face of language and accent differences.
"Managing Risk in a Diverse Environment" (Risk Management Industry)
Written for risk management professionals in the health care industry, this article provides information which will allow health care professionals to minimize the danger of misunderstanding, lack of compliance, and miscommunication with patients of different cultural backgrounds.
"Ownership of the Deal: Overcoming Cultural Barriers to Sales Success"
This article focuses on one small, but important technique for selling effectively across cultural lines.
"Global Business: Overcoming Cultural Barriers to International Success"
First published by the American Payroll Association, this article focuses on what we need to know in order to build successful business relationships in a global environment.
"The California Mix: Making Cultural Diversity Work" (Food Retail Industry)
Focusing on the challenges of cross-cultural business in the grocery industry, this article provides tips for overcoming the most often encountered and tries to show that, with a little knowledge and a lot of respect, attracting and retaining customers of all backgrounds can be easier than it looks.
"Bias-Free Business: Key to Cross-Cultural Success" (Hospitality/Tourism Industries)
Hospitality, Tourism, Food Service -- few industries have more diversity in their workforce than these and few cater to a more diverse customer base.With competition stiffining and the population changing, none of us can affort to allow conscious or unconscious bias to compromise the way we do business.
Health
Care Industry
“Cultural Diversity and Extended Care: Tackling the Challenges”
Targeted specifically to the extended care industry, this article talks about what we need to know to care effectively for extended care clients and their families.
“Tips for Improving Communication in a Diverse Healthcare Environment”
Written for financial management professionals in the long-term care industry, this article focuses on communication style as it pertains to diverse patients and their families.
"Improving Relationships Among Culturally-Diverse Staff"
From language differences to differing workplace values, this articles shows managers in the health care environment how better to manage and motivate team members of diverse backgrounds.
"The Cultural Challenges: Overcoming Barriers to Patient Involvement"
Written for physicians and originally published in the Group Practice Journal, this article focuses on how to overcome patient compliance challenges when caring for an immigrant population.
"Bias-Free Patient Care"
At no time in the history of this nation has competition for patients been more intense and the diversity of the population more widespread. If we add to this the fact that close-knit immigrant communities provide numerous opportunities for positive word-of-mouth, it becomes obvious that learning to care effectively for diverse patients is a competitive advantage we can't ignore. One important element of this care is the ability to perceive accurately the needs of patients of diverse backgrounds. What that means for us all is that we must learn to be bias-free.
Managing Diversity Tension and Conflict
“Dialoguing About Diversity: Why It Matters”
One of the big reasons that companies are making less progress with diversity than we had hoped is that people are afraid to talk about it. Somewhere along the line, we were given the impression that to be honest about diversity issues was to be insensitive, non-politically-correct, and even biased. Nothing could be further from the truth. Only by having honest dialogue about how we feel about these issues can we form the solid and trusting teams that will make diversity work.
“Dialoguing About Diversity: How to Do It”
Unless we can learn to talk about diversity, we will never learn to work together effectively. Too much in our culture mitigates against honest dialogue and these forces have created a kind of fear that more often than not keeps us from voicing our honest feelings. This article seeks to reverse this trend by providing skills for succeeding at conversations that might otherwise be awkward, uncomfortable, and even frightening.
(More information can be found about how to dialogue about diversity in Part III of Making Diversity Work.)
"'Gateway Events' - Part I: How to Turn Moments of Tension into Opportunities for Understanding"
Have you ever done or said something that offended one of your colleagues and didn't know how to make it right? Maybe you've overhead an ethnic joke and didn't know how to respond. If so, this three part series tells you how to turn these moments of diversity-related tension into gateways for understanding.
"'Gateway Events' - Part II: Cognitive Skills for Making Diversity Work"
This is Part II of a three-part series on how to handle moments of diversity-related tension and turn them into gateways for better understanding. In this piece, we will focus on the cognitive skills necessary with which to achieve this important goal.
"'Gateway Events' - Part III: Not What, But How to Say It"
This article is Part III of a three-part series on what I call “gateway events.” A gateway event is an encounter that can, if handled properly, lead the way to increased understanding between diverse groups. In this issue, we will discuss, not so much what to say to bring about thsi result, but how to say it.
To check on Sondra’s availability or to receive additional information including a demonstration tape and references, please contact the bureau who sent you to this site or:
Joan Pierce
Marketing Director
Cross-Cultural Communications
4585 48th Street
San Diego, CA 92115
Phone: 619-583-4478 / 800-858-4478
Fax: 619-583-0304
E-mail: STPhD@Thiederman.com
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