Learning Histories

Calling the Roll - Who's Absent? Part 1 of 7 How Big is the Back Row? Part 2 of 7 First Bell Part 3 of 7 Raising Hands, Raising Voices Part 4 of 7 Many Hands, Many Voices Part 5 of 7 Rearranging Your Own Classroom Part 6 of 7 Moving Toward the Front Part 7 of 7 Click here to download all parts in one file (Rich-Text format 48K) E-Mail Questions and Comments

Rearranging Your Own Classroom

If your own institution or organization is considering looking at issues of diversity, there are several important points to keep in mind. First and foremost, do not make the mistake of thinking of diversity as solely an ethnic or color issue. Diversity is any factor which differentiates the members of your office, team or community. The success of any venture depends on its ability to listen to the community in which it exists or which it wishes to serve. These differences may stem from issues of race, gender, age, marital status, sexual orientation or religion. Examine your external community and then take a look at your own internal community. As you begin the process remember:

• There needs to be a champion, an individual who makes people feel comfortable and whom they, in turn, trust. This person must also possess a passion for the health of the community and an ability to see the project through.
• You need the absolute support of management. This is not something which should be started as back room whispers or agendas. Working on issues of diversity in a covert manner only leads to increasing feelings of isolation and dissatisfaction.
• You will need honest feedback from your employees. How do they really feel in your organization? This discussion is not always the easiest to begin so start by figuring out the most non-confrontational or intimidating means of communication. Remember that many of these employees are already feeling unqualified to move forward, some will fear that expressing dissatisfaction may result in disciplinary action or termination.
• Understand that there will always be those who think that more should be done or who think that things aren't moving quickly enough. While all the voices are important, don't let the naysayers discourage you.
• Don't be afraid to start with small changes. Sometimes beginning solutions can be as simple as making sure that all corners of your organization are represented at meetings or at training sessions. However, don't mistake the interim steps for the goal.
• Most of all, remember that this is a long process. You are working with ideas and perceptions that have been in play for decades, if not centuries. They cannot be solved in a matter of weeks or with two or three sensitivity training sessions. Everyone involved, from upper administration to part-time and temporary employees, must be prepared to make a long-term commitment to making changes.