September 2008 Issue Number 102

Is a monthly electronic newsletter which links current events and issues to the daily challenges faced by fire and emergency services managers. Current topics in the areas of leadership development, workplace diversity, change management, and conflict resolution will be discussed.

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Consider This...

Using the Power You Have

This year's Olympics were filled with spectacular moments of sports excellence and sportsmanship. One of the smaller footnotes of the games occurred during a women's qualifying swimming race. Dara Torres, at 41 the oldest woman to ever compete in women's Olympic swimming, was among those racing in the semi-final. Just before the start, Ms. Torres suddenly walked over to one of the judges and was seen in animated conversation. Sports commentators were at a loss. Was there a problem? Was she complaining about something? Had she done something wrong?

In fact, Ms. Torres was speaking to the judge on behalf of another swimmer. The other racer, a Swiss woman, had torn her high tech swim suit at the last minute and was hurrying to change in time for the qualifying heat. She was slightly delayed in her arrival at the starting blocks, and in danger of being disqualified from the race. Ms. Torres took it upon herself to ask that the race be delayed just momentarily, until the Swiss competitor could take her place in the blocks.

Ms. Torres had no obligation to speak on behalf of the other swimmer, and it can be argued that it was not in her best interests to do so-- potentially irritating a judge, and adding one more competitor to the race. But to her the action seemed self-evident. As she said, "We're competitors in the pool, but friends outside of it." She must have also known on some level that she was the only woman in the race who could get away with making such a request. With the authority of age and four previous Olympics on her side, she had achieved a position of power the others did not have. When it was needed, Dara Torres used that power to do the right thing. There was no way that the 16 year old girl swimming next to her could have done the same thing, even if she had wanted to.

Many people work their whole lives to get themselves into a position of power and authority and then fail to use it toward any significant change for the better. After investing themselves in attaining power, they live in fear of losing it, and use all their energy in maintaining the status quo. What good are rank and position if you don't use them to accomplish goals and make the world a better place? On a small scale, Dara Torres did just that, and it was only fitting that she won that race, and went on to win two more medals during competition the next day.

California's Supreme Court has issued a ruling that bars doctors from withholding medical care to gays and lesbians based on religious beliefs, holding that the state law that prohibits discrimination based on sexual orientation extends to the medical profession. The ruling was unanimous.

Source: The Associated Press, August 18, 2008

The Dangers of Diversity Training

Thinking about doing diversity training? Maybe you've heard it is a good idea to have experiential training that will make people more sensitive to the concerns and challenges of others who are different. Some trainers specialize in this type of training, which requires participants to express their most hidden and honest feelings, or perhaps to role play situations that may be discriminatory or harassing, so that they know how it feels. Do you think that sounds like a good idea? Maybe you had better think again.

Although such therapy/encounter group based training sessions can be very powerful for participants, there are real dangers involved with sponsoring this type of training in your workplace. Consider the case of Stender v. Lucky Stores. A diversity trainer had asked managers to express negative stereotypes about women as part of a class exercise. An HR staffer took notes. Later, when female employees sued Lucky Stores alleging lack of promotion opportunities for women, the court ordered the company to turn over the notes from that class as evidence of discriminatory attitudes and stereotyping of women. The plaintiffs won the case to the tune of many millions of dollars.

There are other problems with a therapeutic approach to training, as opposed to one that emphasizes appropriate workplace behavior. The former type of training is usually only effective for those who are already open to it-- so the training ends up preaching to the choir. Not surprisingly, many people are hostile to the idea that their basic beliefs and values are flawed and must be changed from the outside. Forcing them to participate in training that they feel is disrespectful to them will only harden those attitudes, not change them.

It is more effective to focus training on what you have the right to control in the workplace-- i.e., the behavior and actions of your employees, not their attitudes and beliefs. With very few exceptions, people have the right to believe anything they want as long as they behave appropriately in the workplace. This doesn't mean that anything goes. Quite the opposite. For example, it is important to note that speech is a behavior, even if it serves as an expression of a belief. Although citizens have fairly wide rights to free speech in their personal lives, the law has upheld significant limits on speech and expression in the workplace.

So what is the best way to approach diversity training? First, define exactly what will be covered. Diversity training is not the same as anti-harassment training. Second, make sure the trainer is well versed in the specifics of your work environment and can use examples from that profession to illustrate concepts (using a corporate office video to train firefighters is usually not effective, for example.) Third, make sure the classes are small enough to be interactive but large enough that no one feels singled out (18-25 people per session is ideal.) Fourth, make sure the training is done in an inclusive and respectful manner to everyone present. It is impossible to teach respect while treating people disrespectfully.

When diversity training meets the real needs of the participating group, and is done in an inclusive, informative, and non-threatening way, the results will be surprising. You might even have people tell you that they are eager for more.

Source: Business and Legal Reports, August 13, 2008

© Linda F. Willing, 2008