Cultural and Linguistic Competence in Centers for Independent Living - Part 2
Claiming the Challenge:
Leadership for Organizational Change
Tawara D. Goode
October 6, 2011
National Center
for Cultural
Competence
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Cultural and Linguistic Competence in Centers for Independent Living - Part 2
Claiming the Challenge:
Leadership for Organizational Change
Tawara D. Goode
October 6, 2011
National Center
for Cultural
Competence
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A Quick Review of Key Concepts
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Culture
is the learned and shared knowledge that
specific groups use to generate their behavior and
interpret their experience of the world. It includes but is
not limited to:
roles
communication
values
rituals
relationships
thought
courtesies
beliefs
customs
languages
manners of
interacting
practices
expected
behaviors
Culture applies to racial, ethnic, religious, political, professional, and other social
groups. It is transmitted through social and institutional traditions and norms to
succeeding generations. Culture is a paradox, while many aspects remain the same,
it is also dynamic, constantly changing.
Slide Source:© 2011 - National Center for Cultural Competence
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Data Source: Gilbert, J. Goode, T., & Dunne, C., 2007.
Cultural Diversity
The term cultural diversity is used to
describe differences in ethnic or racial
classification & self-identification, tribal
or clan affiliation, nationality, language,
age, gender, sexual orientation, gender
identity or expression, socioeconomic
status, education, religion, spirituality,
physical and intellectual abilities,
personal appearance, and other factors
that distinguish one group or individual
from another.
Goode & Jackson, 2009
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Slide Source: © 2011 - National Center for Cultural Competence
Cultural Competence
behaviors
practices
attitudes
policies
structures
requires that organizations have a clearly defined,
congruent set of values and principles, and demonstrate
behaviors, attitudes, policies, structures, and practices
that enable them to work effectively cross-culturally
(adapted from from Cross, Bazron, Dennis and Isaacs, 1989)
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Slide Source:© 2011 - National Center for Cultural Competence
Five Elements of Cultural Competence
Organizational Level
value diversity
conduct cultural self-assessment
manage the dynamics of difference
institutionalize cultural knowledge
adapt to diversity
- policies - structures
- values - services
(Cross, Bazron, Dennis and Isaacs, 1989)
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Slide Source:© 2011 - National Center for Cultural Competence
Five Elements of Cultural Competence
Individual Level
acknowledge cultural differences
understand your own culture
engage in self-assessment
acquire cultural knowledge & skills
view behavior within a cultural context
(Cross, Bazron, Dennis and Isaacs, 1989)
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Slide Source:© 2011 - National Center for Cultural Competence
ESSENTIAL ELEMENTS IN A
CULTURALLY COMPETENT SYSTEM
These five elements must be manifested at every level of
an organization including:
 policy makers
 administration
 practice & service delivery
 consumer/patient/family
 community
and reflected in its attitudes, structures, policies, practices,
and services.
Adapted from Cross, Bazron, Dennis, & Isaacs, 1989
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Slide Source:© 2011 - National Center for Cultural Competence
LINGUISTIC COMPETENCE FRAMEWORK
POLICY
DEDICATED
FISCAL
RESOURCES
PRACTICES
LINGUISTIC
COMPETENCE
DEDICATED
PERSONNEL
RESOURCES
STRUCTURES
PROCEDURES
Goode & Jones, Revised 2009, National Center for Cultural Competence
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Slide Source:© 2011 - National Center for Cultural Competence
Defining Leadership
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership vs. Management
Understanding the difference is the first step to understanding
one’s role as a leader.
Leaders lead
people
Managers manage
things
Leaders are
needed in times
of change
Managers are
needed to improve
and keep the
status quo
Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
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Leadership vs. Advocacy
Advocacy is the act of pleading or arguing in favor of
something such as a cause.
It is the pursuit of influencing outcomes by putting
hard issues on the table.
Leadership is the mobilization of resources to bring
about the change.
Both leadership and advocacy keep people focused
on the issue.
Leadership galvanizes the people to change their
ways.
Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
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Leadership vs. Authority
Leadership is a
combination of
values, skills, and
behaviors that
mobilize people to
action and shifts from
the status quo to a
more promising and
hopeful future.
Authority is the power
invested in a role by a
formally established
procedure, such as
an election,
governance structure,
certification,
organizational
hierarchy
Claiming the Challenge: Leadership for Cultural and Linguistic Competence © 2011GUCCHDNCCC
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WHAT IS LEADERSHIP?
Leadership is a set of
personal attributes,
qualities, and skills either
intuitive and/or acquired
that rouses and
motivates others.
Source: Peter G. Northouse, 2001
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Slide Source: National Center for Cultural Competence, 2011
What is getting in your way?
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Slide Source:© 2011 - National Center for Cultural Competence
Cultural and Linguistic Competence
within the Context of Organizational
and Personal Change
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Considering Cultural & Linguistic Competency within
the Context of Organizational & Personal Change
Adaptive Challenge
vs.
Technical Challenge
Does making progress require
changes in people’s values, attitudes
and or habits of behavior?
Reference: Heifetz, R.A. (1994). Leadership Without Easy Answers. Cambridge, MA: The
Belknap Press of Harvard University Press
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Slide Source: National Center for Cultural Competence, 2011
Prochaska’s Stages of Change
Pre-contemplation
no intention to take action in the foreseeable future; unaware or
under-aware of the need for change
Contemplation
aware that the problem exists and seriously thinking about
overcoming it; but has not yet made a commitment
Preparation
combines intention and behavioral criteria; initiation of
‘baby steps’
modification of behavior, experiences, and
environment; short-term changes in place
Action
and planning or long-term change
Maintenance
consolidates the gains attained
during the action phase and
works work to prevent relapse
Data Source: Prochaska, J.O., Redding, C.A. & Evers, K.E. (1997). A Transtheoretical Model and Stages of Change. In K. Glanz, F.M.
Lewis, B.K. Rimer (Eds.) Health Behavior and Health Education: Theory Research and Practice a (2nd edition) (pp. 60-84).
San Francisco,: Jossey-Bass Publishers.
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Slide Source: National Center for Cultural Competence, 2011
Organizational Change Theories
Applied to Cultural & Linguistic Competence
Resistance is a characteristic of any major organizational change
effort and a major reason why organizational change efforts fail.
(Prochaska, Prochaska and Levesque, 2001).
Resistance should be expected in different stages of multicultural
organizational change because the topics of prejudice,
discrimination and oppression are controversial and emotionally
charged. (Brantley, Frost and Razak, 1996).
The Transtheoretical Model of Change suggests that it is
counterproductive to forge ahead with action without addressing
issues such as resistance, that stand in the way of individual and
organizational readiness for change.
Data Source:
Mayeno, L. Multicultural Organizational Development: A Resource for Health Equity, in Cultural Competence in Health Care Series, The California
Endowment and Compasspoint Nonprofit Services, April 2007.
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Slide Source: National Center for Cultural Competence, 2011
Bias
Discrimination
Marginalization
“ISMs”
Disproportionality
Inequities
Power Differentials
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Slide Source: © 2011 - National Center for Cultural Competence
LEADING CULTURAL AND LINGUISTIC COMPETENCE:
Common Attitudinal and Structural Barriers
“People with disabilities are a
‘minority group.’ Why do we
need to address differences in
race, ethnicity, and language?
“Why should people
with disabilities
from other racial
and ethnic groups
get special
treatment?”
“Some staff and self-advocates make
negative statements about immigrant
groups and people of color. I never
know what to say in these situations.”
“Board members say they
want to address cultural
and linguistic competence,
but the money simply is
not there.”
“I have already taken
two workshops on
cultural competence.”
“If I am asked to learn about
cultural competence, then
they must be implying that I
am incompetent!”
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Slide Source: National Center for Cultural Competence, 2011
The Work of Leadership
Get on the Balcony
Identify the Adaptive Challenge
Regulate Distress
Maintain Disciplined Attention
Give the Work Back to the People
Protect All Voices
Heifetz, Ron, Leadership without Easy Answers, 1996
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Slide Source: National Center for Cultural Competence, 2011
Leadership is
a set of
personal
attributes,
qualities, and
skills either
intuitive and/or
acquired that
rouses and
motivates
others.
(Northouse, 2001).
Leadership
by
Position
Leadership
by
Influence
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Slide Source: National Center for Cultural Competence, 2011
What is your sphere of Influence?
With whom?
In what context?
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Slide Source:© 2011 - National Center for Cultural Competence
VIGNETTE
Members of the CIL search committee
revised a position description to include
knowledge and skills sets of cultural and
linguistic competence. In their report to the
Board, committee stated that the CIL is
lagging far behind in meeting the needs of
culturally and linguistically diverse populations
in the service area. An influential member of
the CIL’s board objects and strongly insists
that the position is about disability.
In your role as a leader without formal authority,
how would you approach this situation?
As the executive director of this CIL, what would
you do in these circumstances?
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
1.
2.
View the world through a cultural lens.
Acknowledge and understand the role of culture in your
CIL position or affiliation and in day-to-day life experiences.
Create a shared vision.
Staff, consumers, families, community partners, and key stakeholders need to
be on the same page with a shared understanding of the conceptual
frameworks and benefits of cultural and linguistic competency.
3. Step into the void.
Addressing racial, ethnic, linguistic, and geographic disparities in services and
supports demand an intentional focus on conscious or unconscious bias,
prejudice, stereotyping, and discrimination. Leaders must have the will to
confront the “ISMs’ with integrity, in a humane and effective manner.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
4.
Adapt leadership styles to the circumstances and cultural contexts.
Attend to the technical and adaptive challenges in doing this work. Different
leadership styles will be needed to address the dynamics and complex array
of issues when leading cultural and linguistic competence (e.g. educational,
motivational, directive, participatory, creative).
5.
Don’t go it alone!
Form strategic alliances. Collaborate with others to plan and implement “buy
in” strategies as well as other efforts to advance and sustain cultural and
linguistic competence that appeal to diverse groups (e.g. consumers, CIL
staff & volunteers, partners). Enlist the support of allies and champions. Be
inclusive and transparent in all efforts/activities. Do not be afraid to include
“naysayers.”
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
6. Use your power and influence intentionally and wisely.
Leadership by position/formal authority and by influence are equally
important in advancing and sustaining cultural and linguistic competence.
The ethical, principled use of “formal” power can stimulate the process of
change. The wise and intentional use of this power enables leaders to
incorporate cultural and linguistic competence into all aspects of
organizational life. Those who lead through influence can use their cache to
sway opinions, encourage others to test out new behaviors, introduce
alternative perspectives, mobilize others to action, and challenge
inappropriate policies and procedures.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
7.
Conflict and establishing and maintaining trust: No way around it!
Conflict is inherent in human interactions. Learn and use conflict resolution
strategies as a key approach to address cultural diversity. Trust can be an
elusive relationship to establish and maintain, particularly in cross-cultural
situations. The capacity to address trust for many cultural groups will involve
intentionality, consistency, and transparency over time. Trust also acknowledges
the role of historical trauma, discrimination, and marginalization among and
between diverse racial, ethnic, and cultural groups. Leadership for cultural and
linguistic competence requires the capacity to address both conflict and
establish and maintain trust.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
8. Create a safe environment to explore difficult issues.
People are often reluctant to discuss issues of stereotyping,
bias, prejudice, and other “ISMs.” Moreover, there are few
opportunities and forums to share perspectives in a safe and
authentic manner. Identifying approaches to confront
attitudinal barriers in open, honest, and supportive ways,
and charting a course for change remain among the most
difficult, yet necessary paths on the journey to advance and
sustain cultural and linguistic competence.
9.
Inspire, acknowledge, and celebrate the accomplishments of others.
Inspire others to assume the mantle of leadership. Acknowledge and
celebrate staff efforts and achievements in advancing and sustaining
cultural and linguistic competence.
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Slide Source:© 2011 - National Center for Cultural Competence
Leadership Cultural and Linguistic Competence
Things You Can Do!!
10. Take care of self.
Leading organizational change processes to achieve
cultural and linguistic competence is described by
many as demanding and fraught with obstacles. When
engaged in this work, it is very important to “take care
of self.” Discover and/or consistently engage in ways to
reflect, rejuvenate, and rest.
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Slide Source:© 2011 - National Center for Cultural Competence
What is getting in your way?
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Slide Source:© 2011 - National Center for Cultural Competence
As a culturally competent “leader”
I am capable of interacting positively
with people who do NOT
look like,
talk like,
move like,
think like,
believe like,
act like,
live like...
ME!!!
Source: Multnomah County Department of Health.
Modification from Mike Magy,
Massachusetts Department of Mental Health, November 2005 .
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Slide Source: National Center for Cultural Competence, 2011
National Center for Cultural Competence
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Wrap Up and Evaluation
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New Community Opportunities
Attribution
This webinar is presented by the New Community
Opportunities Center, a national training and technical
assistance project of ILRU, Independent Living Research
Utilization. Support for development of this presentation was
provided by the U.S. Department of Education,
Rehabilitation Services Administration under grant number
H400B100003. No official endorsement of the Department
of Education should be inferred. Permission is granted for
duplication of any portion of this slide presentation,
providing that the following credit is given to the project:
Developed as part of the New Community Opportunities
Center at ILRU.
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