Test 2 Diversity

Inclusive Environments

"Diversity is like being invited to sit at a table that is already set; inclusion is being asked to partner with the host and help set up the table."

Five Priorities

1) INSTITUTIONALIZE diversity as necessary to mission success 2) ATTRACT high-quality, talented, diverse individuals to consider service in the USAF, in uniform or as civilian employees 3) RECRUIT high-quality, talented, and diverse individuals to serve with the USAF in uniform or as civilian employees 4) DEVELOP a high-quality, talented, and diverse total force (active duty, Guard, Reserve, and civilians) 5) RETAIN a high-quality, talented, and diverse total force

Assessment •• Barrier Analysis

A barrier analysis is an investigation of anomalies found in workplace policies, procedures, and practices that limit or tend to limit employment opportunities for individuals based on any of the characteristics, experiences, and abilities found in the definition of Air Force diversity (including members of any race or national origin, either sex, or based on an individual's disability status). Barrier example: Communication

Religious Diversity

AFI 1-1, Air Force Standards "Every Airman is free to practice the religion of their choice or subscribe to no religious belief at all. You should confidently practice your own beliefs while respecting others whose viewpoints differ from your own. Every Airman also has the right to individual expressions of sincerely held beliefs, to include conscience, moral principles or religious beliefs, unless those expressions would have an adverse impact on military readiness, unit cohesion, good order, discipline, health and safety, or mission accomplishment." However, exercising your right to practice your religious beliefs does not excuse you from complying with Air Force directives, instructions, and lawful orders.

Diversity is a Military Necessity

Air Force capabilities and warfighting skills are enhanced by the diversity of its people. At its core, such diversity provide the Total Force an aggregation of strengths, perspectives, and capabilities that transcends individual contributions.

ATTRACT high-quality, talented, diverse individuals to consider service in the USAF, in uniform or as civilian employees

As a public servant, you can support this priority by: •• Establishing relationships with key leaders in your communities (school counselors, spiritual leaders, politicians, parents, etc.) in order to present the option of serving in the Air Force in under-recruited geographic areas or in areas where our organization isn't highly visible (i.e., hometowns)

RETAIN a high-quality, talented, and diverse total force

As a senior enlisted leader in your organization, you can support this priority by: •• Recognizing/addressing quality of life issues that could be impacting the retention of your people (military and civilian) •• Identifying/addressing possible barriers that may influence retention among certain groups of people in your unit (e.g., women, minorities, and individuals with disabilities) •• Ensuring the enlisted leaders in your organization are utilizing ALL their people appropriately according to their current talents and potential •• Providing opportunities for growth to ALL people regardless of rank, position, affiliation (military/civilian) or your personal opinion

DEVELOP a high-quality, talented, and diverse total force (active duty, Guard, Reserve, and civilians)

As a supervisor and mentor, you can support this priority by: •• Encouraging your people to complete training and take advantage of professional development opportunities that highlight the importance and use of diversity, inclusion, and cross-cultural competency concepts •• Continue to develop and mentor your people so they can adapt to and operate effectively in a diverse, global environment

INSTITUTIONALIZE diversity as necessary to mission success

As an institution, we should develop structures and strategies to equip leaders with the ability to manage diversity so they can be accountable for, measure the results of, refine the approaches on, and analyze the basis of such data to build and institutionalize a culture of inclusion.

Exploration

At this point in the process, you should consider targeted and ongoing training and professional development to build on the strengths of your people and address the challenges (barriers) you identified in the Assessment step.

Transformation

At this point, you'll focus on implementing the solutions identified in the Exploration step. You should consider what to do to change your organization's people, policies, procedures, overall culture/climate, and then develop a written transformation plan. This plan should establish a pattern of incremental success for elements of the leadership system. In this step, you should also consider the actions you need to take in order to create a sense of urgency for the training. You don't want people to view it as 'just another thing to do'. Again, you're attempting to change your organization's culture/climate (i.e. •• Identify obstacles and remove them fast)

Progress Check Know above terms

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Striking the Right Balance

Building respect across an organization is a balancing act that requires your attention and commitment. Striking the right balance is about managing relationships between individuals or between an individual and the organization, especially where the organization reflects the attitude/views of its leadership.

Air Force Core Values Integrity First (Courage)

Courage should empower you to take necessary personal or professional risks, make decisions that may be unpopular, and admit your mistakes. In order to maintain an inclusive environment, you must have the courage to identify and correct any substandard behavior that negatively impacts your people and mission, regardless of the personal/professional cost to you.

Diversity Subcategories

Demographic Diversity Cognitive/Behavioral Diversity Organizational/Structural Diversity Global Diversity Religious Diversity

Cognitive/Behavioral Diversity

Differences in styles of work, thinking, learning, and personality.

Unfreezing:

Discovery Assessment Exploration

Discovery

Discovery marks the beginning of the transformation...diversity awareness. During this step, you should determine what your unit is doing in terms of diversity awareness now.

Five Part Transformation Process

Discovery: Determine what unit is currently doing to increase diversity awareness Assessment: Examine current unit's culture/climate from various perspectives Exploration: Identify training/professional development activities that can address diversity issues Transformation: Develop plan to implement activities from Exploration step Revitalization: Institutionalize diversity efforts into unit culture/climate

Diversity is Multidimensional

Diversity encompasses the range of knowledge, skills, and backgrounds needed to prevail in a rapidly changing operational environment. It's much more than demographics...it's multidimensional.

Leader Actions

Do your actions have a positive or negative impact on diversity in your organization?

Assessment

During this step, you should review your organization's culture and climate from the perspective of the individuals in your organization.

Change

Exploration Transformation

Importance of Diversity

First, we should value the inclusion of everyone. In order to do so, you should view individuals as unique entities...diverse in a multitude of ways. Therefore, diversity should be seen and described as multidimensional. Second, diversity throughout the workforce is a force multiplier. In order to meet the ever-changing needs of our mission and environment, leveraging diversity is a military necessity.

Managing Organizational Diversity In this section, you'll learn how to manage diversity in your organization (regardless of your official position) using the

Five Part Transformation Process

Strategic Thinking (Adaptability)

In order to build an inclusive environment, you should analyze your behavior and quickly modify it to deal not only with change, but with any biases you may have. You should also be proactive when making changes...don't wait until you have to handle a diversity issue to take a look at your own behavior.

Communication

In order to leverage diversity, you have to be able to effectively communicate with your people. Mostly, people fail to understand each other because they misunderstand one another. Misunderstandings are a normal part of communication either because we unintentionally or intentionally use the wrong words or because we don't understand what is being said to us. To prevent misunderstanding know who you're talking to, be respectful, and be sure of what you want to say.

•• Full Range Leadership:

In this chapter, you learned about a range of leadership behaviors you should have in your toolbox. You learned that the behavior you select should be based on your people and the situation.

•• Critical Thinking:

In this chapter, you learned about the Universal Intellectual Standards, Reasoning Elements, and Essential Intellectual Traits, as well as, hindrances in your thinking, and the Decision Analysis Process. Are your abilities to think critically and make sound decisions impacted by an 'us' vs 'them' mentality?

Revitalization

In this final step of the process, you'll need to consider what policies and/or procedures need to change (or be developed) in order to institutionalize the transformation and lock it in to the organization's culture/climate.

•• Self-awareness:

In this module, you were introduced to material that should've helped you gain some insight into your approach in dealing with different situations (problem- solving, team-building, etc.) and your methods of interaction with others. How do your preferences, tendencies, personality, and traits impact your actions, decisions, and behaviors?

Demographic Diversity

Inherent or socially defined personal characteristics, including age, race/ethnicity, religion, gender, socioeconomic status, family status, disability, and geographic origin.

Practicing _____ ______ can help you in the Assessment step.

Intellectual Empathy

Global Diversity

Intimate knowledge of, and experience with, foreign languages and cultures, inclusive of both citizen and non-citizen personnel, exchange officers, coalition partners, and foreign nationals with whom they interact as part of a globally engaged Air Force.

Organizational/Structural Diversity

Organizational/institutional background characteristics affecting interaction (e.g., problem solving, creativity, and communication), across services, components, and occupation/career fields.

Key Terms

Social Sensitivity-your ability to be receptive and responsive to the emotions, feelings, personality, temperaments, cultural differences and beliefs of the people around you. Diversimilarity-is an alternate view of diversity in which people learn to respect the differences between people while highlighting their similarities. Transformational Leadership - Individualized-is a leader behavior that focuses on dealing with people as individuals...considering their needs, abilities, and aspirations as you work together to further their development.Consideration Rainbow Rule-treat others the way THEY WOULD HAVE YOU treat them.

Air Force Core Values Excellence in All We Do (Teamwork)

Teamwork is an essential element the Air Force needs in order to stay competitive in today's strategic environment. Encourage your Airmen to see the benefits of interdependency amongst the team. Challenge them to carry their own weight while motivating their teammates to carry theirs.

What is Diversity?

The Air Force broadly defines diversity as "a composite of individual characteristics, experiences, and abilities consistent with the core values and the Air Force mission."

••Group Identity

These groups are known as "identity groups". Our membership in these groups can be personally selected or selected for us. personal choice (e.g., the military, religious/spiritual affiliation, political party membership, fraternity/sorority, etc.). Membership in certain groups can also be assigned to us by society.

Refreezing

Transformation Revitalization

••Worldview

Worldview refers to a mental framework within which individuals and groups interpret the nature of reality, the nature and purpose of human life, and the laws governing human relationships.

Comprehensive Airman Fitness Social Fitness (Connectedness and Social Support)

You should encourage your people to engage in healthy social networks that promote overall well-being. Supporting your Airmen's participation in identity groups helps to reinforce holistic fitness and increase their level of resiliency.

Air Force Core Values Service Before Self (Respect)

You're charged to always act knowing that all of your Airmen (regardless of their differences) possess fundamental worth as human beings. You must treat them with dignity and respect...understanding that our diversity is a great source of strength.

Progress Check 3. MSgt Campbell's unit is preparing for an inspection. As a result, the duty hours have been increased to include Saturday and Sunday to ensure all checklists have been completed and all programs are ready. On Wednesday, one of MSgt Campbell's Airmen asks for Saturday off so she can attend a preplanned religious event. Even though MSgt Campbell has had to deny other requests for time off, he tells the Airman that she can attend her religious event, but, will have to report for duty a little earlier the next day. She agrees and goes back to work. MSgt Campbell's actions BEST illustrate _____________________________ and its impact on subordinate effectiveness. a. Leveraging Diversity b. The Five Part Transformation Process c. The Importance of Diversity

a. CORRECT. According to the Diversity chapter, leveraging diversity includes striking the right balance between the need of you people and the needs of the unit's culture/climate and mission. In the scenario, MSgt Campbell was able to meet the Airman's needs (attend her religious event) and the needs of the mission (come in to work early the next day). Since the Airman agrees and goes back to work, his was able to find the right balance.

Progress Check 1. MSgt Webster is the team leader of a diverse group of people. Sometimes, as a result of their differences, it's hard for her to keep them focused and on task. She has an agenda, a checklist of deliverables, and timelines, but they still don't make any major progress. One day, during a meeting, she observed the interaction of her team. She noticed that two of her team members are from Georgia and no matter the topic, they always seem to side with each other. Three others like to come up with new solutions for the problem and get agitated with those that won't jump on their bandwagon. Finally, two Hispanic team members speak Spanish during the meetings, giving others the impression that they're gossiping about them. As a result of her observations, she decides to have a team meeting, discuss the ways they are all different, and ask each individual for one strength they possess that can help the team move forward. This scenario BEST identifies ________________________. a. multidimensional diversity b. one of the AF Priorities c. diversity as a military necessity

a. CORRECT: According to the diversity chapter, multidimensional diversity includes all the unique ways your people are different. In the scenario, MSgt Webster's members are diverse in the following ways: demographically (two people are from Georgia...two are Hispanic), cognitively/behaviorally (three people are Innovators).

4. In response to a diversity-related problem, SMSgt Porter provides a suggestion to the first sergeant would require all Airmen in the unit to participate in a series of focus groups that stress the importance of collaboration and fairness. Additionally, he presents an implementation plan that includes a request for an assigned coordinator to oversee and organize the focus groups. He tells the first sergeant that, based on his research, he believes the focus groups can prevent further diversity-related issues in the future. A few months later on the unit climate assessment, the first sergeant noticed that unit morale had increased since the last assessment. This scenario BEST identifies the ____________________ step of the Five Part Transformation Process and its impact on subordinate effectiveness. a. Discovery b. Transformation c. Revitalization

b. CORRECT. According to the Diversity chapter, Transformation step of the Five Part Transformation Process includes developing a plan to address the root causes of barriers and implementing them. In the scenario, SMSgt Porter presents his solution to the first sergeant along with his implementation plan.

Knowledge Check 2. Which of the following BEST describes what is meant by diversimilarity? a. The cognitive map that we operate from b. We are different but we are also the same c. Treat others the way they would have you treat them

b. CORRECT. According to the Diversity chapter, the phrase "We are different but we are also the same" describes diversimiliarity.

5. While developing an implementation plan to address a problem identified during his barrier analysis, MSgt Kirk decides that even though his unit is experiencing an increase in workload, he still needs a team of people to help him put his training idea into action. So, he asks for volunteers and, surprisingly, he receives a great deal of support from the Airmen and senior leadership. MSgt Kirk thinks to himself, "Once we all get together, I can assign tasks so everyone can get involved. This should get the ball rolling on my training idea quickly." MSgt Kirk's _______________ will MOST likely __________ his effectiveness. a. effective use of multidimensional diversity; enhance b. ineffective use of multidimensional diversity; hinder c. effective use of the Five Part Transformation Process; enhance d. ineffective use of the Five Part Transformation Process; hinder

c. CORRECT. In the scenario, MSgt Kirk effectively uses the Transformation step of the Five Part Transformation Process by developing a plan. Additionally, he increases his chances of success by developing a committee and by having the support of the unit's senior leadership. As a result, his actions will most likely enhance his effectiveness.

Progress Check 2. SMSgt Janson, the new flight superintendent, hears that a group of Asian American airmen has been complaining about the work center environment. They feel they're unfairly left out of unit mission planning activities because of their ethnicity. They believe the Caucasian airmen are always invited to participate. As a result, they have lost all faith in the organization and can't wait to PCS. After a few days of thinking, SMSgt Janson asks questions, uncovers the problem, and implements a monthly professional development and pizza lunch event to discuss a variety of issues, ideas, and concerns. At first, the Asian American airmen are skeptical, but after SMSgt Janson starts annotating their comments and concerns, many start to share their ideas. Six months later, the airmen feel more involved and flight morale is at an all-time high. This scenario BEST illustrates _________ and its impact on subordinate effectiveness. a. Striking the Right Balance b. Fostering an Inclusive Environment c. The Five Part Transformational Process

c. CORRECT. The scenario best illustrates the Five Part Transformation Process. According to the Diversity chapter the steps are: Discovery (asks questions), Assessment (uncovers problems), Exploration/Transformation (implements a professional development event). As a result of SMSgt Janson's use of this process, subordinate effectiveness is increased (airmen feel more involved...flight morale is at an all-time high).

In order for MSgt Ward's supervisor to 'strike the right balance', she could practice _____________ by trying the following:

diversimilarity ••Get to know him and how he wants to be treated •• Explain the unit's social culture...the benefits to teamwork and unit cohesion •• Recognize and accept his personality traits (introverted) by only requiring him to attend the activities until the commander has passed on any information •• Since he's task-focused, she could leverage that by teaming him up with someone that might need help in that area •• Continue to encourage him to get to know more people...starting with his teammates first

You should also exhibit________ _________ behavior when attempting to strike the right balance between the needs of the people and unit. This should reinforce to your people that their needs do matter and will be considered.

individualized consideration

Ethnicity

is based on a distinct culture or heritage/ancestry. For example, someone might be racially 'White', but ethnically Spanish.

Race

is generally based on physical characteristics. The US Census Bureau recognizes seven broad racial categories: White, Black/African American, Asian, Native Hawaiian/other Pacific Islander, and American Indian/Alaska Native, Some Other Race, and Two or More Races..

Leveraging Diversity

is the leading and managing of inclusive [work environments] to maximize the talents of each person to achieve the vision and mission of the organization.

Factors that Support Transformation

•• Commitment by senior leadership: ••Needs assessment and planning: ••Assigned personnel: ••Diversity committee: •• Broad involvement: •• Resources: •• Training: •• Changes in policy: Identifying these supporting factors early can help your organization build a targeted transformation plan that has a better chance of succeeding...resulting in lasting change.

As a professional Airman, you can support this priority by:

•• Communicating the Air Force definition of diversity and its importance to all Airmen ••Maximizing the use of social media to communicate that the Air Force values diversity, inclusion, and mutual respect

RECRUIT high-quality, talented, and diverse individuals to serve with the USAF in uniform or as civilian employees

•• Participating in outreach events (conferences, professional associations, non-profit groups, and other community organizations) focused on recruiting the best. Volunteer to assist your local recruiters and encourage your Airmen to do the same. Talk with others about the multitude of career opportunities available in the Air Force

AFI 36-7001, Diversity, and AFI 36-2618, The Enlisted Force Structure, describe an inclusive environment as one that:

•• Provides individuals with challenging tasks ••Offers increasing levels of responsibility...broadening your people's span of control •• Extends consideration (for positions, awards, assignments, additional duties, etc.) to all qualified candidates...not just the individuals that are associated with your 'in-group' •• Affords opportunities for everyone to grow and develop as a part of the team...your team

The Federal Government's Office of Human Resources provides the following examples of actions you can take to 'leverage diversity' in your unit:

•• Treat all individuals with respect regardless of individual differences ••Develop a knowledge and understanding of your people's different cultures and backgrounds •• Build collaborative and mutually beneficial working relationships with people regardless of their individual differences ••Modify your behavior (if necessary) based on an understanding of individual differences ••Utilize an understanding of individual differences to communicate with, influence, and manage (e.g., mediation, team building) your people •• Foster an environment where diverse thoughts are encouraged, respected, and integrated (if possible) ••Help others increase their awareness and acceptance of individual differences •• Recruit, develop, and retain a diverse, high quality workforce

Factors that Impact Transformation

••Organizational culture and inertia: •• Lack of leadership involvement and support: ••Organizational complexity: ••Difficulty getting people involved: •• Resistance: •• Turnover: ••Oppression model: •• Burnout: •• Success itself:

Lewin's phases:

••Unfreezing: •• Change: •• Refreezing:

•• Individual Differences

▪▪ Gender ▪▪ Age (generally) ▪▪ Physical attributes (short/tall, blue/brown eyes) ▪▪ Racial category (general color of one's skin)

Cognitive/behavioral diversity.

▪▪ Learn most comfortably (Course Introduction - Adult Learning Styles) ▪▪ Problem solve (Adaption-Innovation Theory) ▪▪ Behave in response to their environment (Personal Profile System - DiSC) ▪▪ Lead their people (Full Range Leadership) ▪▪ Make decisions (Critical Thinking)