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an 18 point font version of the
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Creating Social Justice in Organizations:
Dismantling Institutional Classism and Racism
Rev. Jamie Washington, Ph.D.Social Justice Training Institute
Kathy Obear, Ed. D.Social Justice Training Institute
Rev. Jamie Washington, Ph.D.Social Justice Training Institute
Kathy Obear, Ed. D.Social Justice Training Institute
Session Outcomes
Assess (begin to) your department, overall organization….
Review a model to achieve social justice and social diversity (Jackson & Hardiman; Jackson & Holvino)
Share best practices and lessons learned
Consider your next steps
Building our Learning Community
1. Go greet 5 people, and sit down with someone you don’t know well.
2. AND introduce yourself AND
3. What’s a source of your PASSION, COMMITMENT to create inclusive, socially justice communities?
A Multicultural Organization (Inclusive Organization)Jackson, Hardiman, and Holvino
1. Clear commitment to creating an inclusive organization
2. Seeks, develops, and values the contributions and talents of all members
3. Includes all members as active participants in decisions that shape the organization
4. Employees reflect diverse social and cultural groups throughout all levels of the organization; and demonstrate the multicultural competencies to serve the increasingly diverse student populations
5. Acts on its commitment to eliminate all forms of exclusion/discrimination within the organization, including racism, sexism, heterosexism, ageism, classism, ableism, religious oppression, etc.
6. Follows through on broader social and environmental responsibilities
Building our Learning Community
4. Describe the CURRENT STATE of your organization with respect to creating an inclusive, socially just environment for all:
*Scale of 0-10
What’s your evidence?
Creating Inclusive, Socially Just Organizations
Creating Inclusive, Socially Just Organizations
Develop and Support Privileged Group Members
Develop andSupport
Marginalized Group Members
Systemic Assessment and Organizational Change:
Policies, Procedures, Programs,Norms, Unwritten Rules…
Individual Awareness and Skill Building:
Staff, Managers, LeadersRecruitment and Access
RetentionSuccess
Reputation
Recruitment and Access RetentionSuccess
Reputation
Multicultural Organizational Development
Theory and Practice
Dr. Bailey JacksonDr. Rita Hardiman
Dr. Evangelina Holvino
MCOD Goals*
Both recognize, value and maximize the benefits of social diversity AND
Eliminate social injustices
MCOD = Social Diversity + Social Justice
* Jackson & Hardiman (1994)
MCOD Development Stage Model
Stage 1: The Exclusionary Organization Stage 2: The Club Stage 3: The Compliance Organization Stage 4: The Affirming Organization Stage 5: The Redefining Organization Stage 6: The Multicultural (Inclusive)
Organization
Exclusionary Club Compliance Affirming Redefining Multicultural/Inclusive
Monocultural Non-Discrimination Multicultural
Blatant exclusion or token presence of marginalized group members
Marginalized group members encouraged, but expected to fit in. Status quo culture
Culture, climate & system experience fundamental, sustainable change
Jackson/Hardiman MCOD Continuum*
*Jackson 2005
Stage 1: The Exclusionary Organization No way!
Stage 2: The Club Our way or the highway!
Stage 3: The Compliance Organization The letter of the law!
Stage 4: The Affirming Organization We welcome “diverse candidates.”
Stage 5: The Redefining Organization Inclusion is central to our success and daily practices!
Stage 6: The Multicultural (Inclusive) Organization We live inclusion values and practices every moment!
Stage 1: The Exclusionary Organization ~ NO WAY!
Openly maintains the privileged group’s power and privilege
Deliberately restricts membership Intentionally designed to maintain dominance of
one group over others Overt discriminatory, exclusionary, and
harassing actions go unaddressed Unsafe and dangerous environment for
marginalized group members Monocultural organization
WHAT YOU WOULD SEE HAPPENING?
1. Demographics and degree of multicultural competence of leaders, managers, and employees
2. Overall culture of the organization: morale, conflict/tension, written and unwritten rules, etc.
3. Common patterns of behaviors, attitudes, and feelings of members of dominant and subordinated groups?
4. Common practices/results/impact: decision-making, communication, recruitment, retention, professional development, supervision, programs, services, etc.
MCOD Development Stage Model
a. Identify 3+ examples of your assigned Stage
b. How is this Stage different from the one before, and the one following?
Stage 2: The Club Stage 3: The Compliance Organization Stage 4: The Affirming Organization
a.
Stage 2: “The Club” ~ Our way or the highway!
Maintains privilege of those who have traditionally held power and influence
Monocultural norms, policies, and procedures of dominant culture viewed as the only "right" way: "business as usual"
Dominant culture institutionalized in policies, procedures, services, etc.
Limited number of "token" members from other social identity groups allowed in IF they have the “right” credentials, attitudes, behaviors, etc.
Engages issues of diversity and social justice only on club member’s terms and within their comfort zone
Stage 3: The Compliance Organization ~ The letter of the law!
Committed to removing some of the discrimination inherent in the Club organization
Provides some access to some members of previously excluded groups
No change in organizational culture, mission, or structure Focus: Do not make waves, or offend/challenge dominant
group members Efforts to change profile of workforce (at bottom of
organization) Token placements in staff positions: Must be “team
players” and “qualified”* Must assimilate into organizational culture* Must not challenge the system or "rock the boat"* Must not raise issues of sexism, racism, classism,
ableism, heterosexism, religious oppression,ageism...
Stage 4: The Affirming Organization ~ We welcome “diverse candidates”.
Committed to eliminating discriminatory practices and inherent advantages
Actively recruits and promotes members of groups that have been historically denied access and opportunity
Provides support and career development opportunities to increase success and mobility
Employees encouraged to be non-oppressive ~ awareness trainings
Employees must assimilate to organizational culture
Stage 5: Redefining OrganizationInclusion is central to our success
and daily practices!
• In transition• Working to create environment that “values and
capitalizes on diversity”• Working to ensure full inclusion of multicultural workforce
to enhance growth and success of organization• Begins to question limitations of organizational culture:
mission, policies, structures, operations, services, management practices, climate, etc.
• Actively works towards developing a multicultural organization
• Committed to redesigning and implementing policies and practices to redistribute power, and ensure the inclusion, participation, and empowerment of all members
Indicators of an Inclusive Organization
Individually, review and note on pgs. 5-10
(√) What is already in place in your department/unit?
(*) What Indicators would be easy to implement?
Review several:
A: Leadership or C: Supervision
B: Planning and Decision-making
D: Recruitment/Hiring
E-I ~ 1-2 more…
Exclusionary Club Compliance Affirming Redefining Multicultural/Inclusive
Monocultural Non-Discrimination Multicultural
Blatant exclusion or token presence of marginalized group members
Marginalized group members encouraged, but expected to fit in. Status quo culture
Culture, climate & system experience fundamental, sustainable change
Jackson/Hardiman MCOD Continuum*
*Jackson 2005
Steps to Strategic Organizational Change, pg 11
1. Gain leadership commitment and support (Leadership ownership)2. Form an Inclusion Change Team 3. Clarify the vision and end state of an inclusive, socially just
organization (System readiness)4. Conduct a Comprehensive Cultural Audit to assess the current
dynamics and organizational readiness for systems change* Develop a deep understanding of the dynamics of dominant and subordinated groups in the organization and in thecommunity* “Map out” and assess the current dynamics, climate, and structures
5. Identify the “Promising Practices” used by other organizations (Benchmarking)
6. Top leaders and Inclusion Change Team analyze data from Cultural Audit and develop Strategic Plan
7. Implement strategic activities8. Evaluate progress and revise Strategic Plan and activities as
needed
Identifying Possible Next Steps, pgs. 12-18
Directions: Start at the MCOD Stage you have chosen that best reflects the current state of your organization. Review the Strategic Actions and use the following symbols:
Already in place (check-off √) In the planning stages (star *) Next steps (dash -) s
*Then review the Stages before and after using the same symbols.
ACTION PLANNING:Moving Beyond the Illusion of Inclusion
Identify 3-5 next steps for your organization
Which might you implement:1. this summer2. next fall3. longer term projects
Multicultural Competencies
1. Individually review pgs. 19-23
Check-off which competencies are an explicit part of your organization’s hiring, training/development, and accountability processes.
Star (*) any additional competencies you believe are necessary for staff in your unit to possess/demonstrate.
Diverse Community Foundations
Communities are built through building relationships of trust and commitment.
We all are doing the best we can (most of the time). We don’t know all there is to know. Just because you are, doesn’t mean you understand. Oppression is pervasive and impacts us all. Not our faults, but we must accept responsibility. Conflict and discomfort are often part of growth. Seek first, understand, then to be understood. Practice some forgiveness and letting go. Self-work, healing and self love are necessary for acceptance
of others. Acknowledge, appreciate, and celebrate progress. There are no quick fixes. Individuals and communities do grow and change. There is HOPE! We’re better together; connected soul to soul
Never Doubt
that a small group of thoughtful, committed people can change the
world.
Indeed, it’s the only thing that ever has.
-Margaret Mead