The Freeman Institute's 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.

There are a myriad of layers when addressing human interaction. Here are just some of the layers we address

Of course there are many more layers in some organizations, like Political Differences, Musical Tastes, etc. We believe that workforce diversity is dealt with through the doorway of each unique personality style. We also believe in presenting the material in an honest, vulnerable manner that doesn't leave people merely tolerating (heartily dislike that word in this context!) each other.

   We enter the layers mentioned above through the gateway of our unique "diversity personality" styles. I use an inventory I designed -- takes 90 - 120 seconds -- to help understand each approach to diversity.

   Participants are encouraged to connect with others who can become their cultural guides and/or historical guides as they seek to understand before seeking to be understood. As someone once said, "You can attack my head (I wasn't thinking), but please do not attack my heart (I mean well and truly want to learn)."

   The "Egg Shell" Effect: Some diversity initiatives leave the participants in such a state of hyper-awareness about their differences that everyone is left walking on egg shells. On edge. Nervous. Fearful of saying something stupid. Risk-averse or risk-neutral. Very little sense of humor.

Enter the "anti-egg-shell" experience that engages both the head and the heart, encouraging participants to understand the risk/reward ratio. The higher the personal risk of vulnerability, curiosity and openness, the greater the relational payoff. Embracing the spice of life!

 It's the wisdom that emerges from the curiosity-driven life -- possessing the potential of transcending the humdrum work environment into a transformational diversity-astute lifestyle (24/7).

The freedom to enjoy the humor (even laughing at ourselves) is one of the side benefits of greater understanding...as we delight in learning about ourselves and others around us. This is the kind of stuff Dr. Freeman is passionate about! 

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. For some their task is completed for that day when they leave to go home -- picking up the next morning with the desire to continue with the completion of the task.

   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 individual values and convictions, it is paramount that co-workers treat each other with respect, compassion and integrity. (When we deal specifically with Cultural Awareness, we address eleven Symbols that impact every organization.). 

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. It's 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.

   This gives all of us a deeper understanding of Diversity: The Value of Mutual Respect.

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 personal approach to diversity
   * PROBLEMS - How you approach the diverse problems and challenges
   * PEOPLE - How you interact with and attempt to influence others
   * 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, personal vulnerability and out-of-the-box thinking this program will offer each participant an introduction to a

~ Managing Diversity, Equal Employment Opportunity and Affirmative Action ~

Proactive  vs.  Reactive

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.