Knowledge and understanding are key areas that influence how we respond to workforce diversity, according to Mendez-Russell, co-author of the Discovering Diversity Profile (1994). Diversity knowledge is defined as “the extent to which an individual possesses information about others from diverse backgrounds and cultures.” If developed properly, a person’s knowledge base will proceed from notions of stereotypes due to cultural programming to a level of information. When a manager operates with rudimentary awareness from basic cultural programming, stereotypes can develop because there is limited data. With this limited data, managers tend to make generalizations about people. Many of these generalizations are based on stereotypes—they operate on fixed images of groups of people that influence the ways the manager relates to individuals who are a part of that group. Stereotypes may possess some elements of fact in them, but each exaggerates and goes beyond the reality of fact. These generalizations may become “frozen” in the manager’s mind. Even though he or she receives evidence to the contrary, they continue to hold on to these images as if they were fact.
As you build your knowledge base, you can progress to a more informed level of information. At this stage in your development, by gathering factual data from books, magazines, videos, articles in the media, casual conversation, formal training, and other sources, your images and viewpoints receive “enhanced programming.” The more accurate information we have about others, the more likely it is that we will develop appropriate opinions, feelings, and behaviors. As you gather more information, it is possible to move your knowledge to an even higher level called understanding.
Understanding can be defined as “the extent to which an individual comprehends how others feel and why they behave as they do.” The basic level of understanding helps us see that our personal reality is not the only reality and apply our knowledge and information based on how it feels to interact with people who are different from ourselves. It clarifies who we are in comparison to other people’s perceptions of us. This gives us a basis for contrasting our cultural software programming with someone who is different. It opens the door to the possibility that with our unique individual programming, two people can view the same situation differently, and that difference is OK.
As your understanding grows, you are able to reach a level of “empathy” where you are able to show your ability to make connections with others on an emotional level. Managers who are empathic and possess mature levels of understanding can comprehend the emotions others are experiencing. They tend to recognize the reasons for the other person’s point of view based on their cultural programming. Empathy allows us to wear another person’s glasses and put ourselves in their shoes, trying to perceive “how it feels to look at the world through their lenses and walk their way.” It makes us more flexible and less resistant, allowing us to become more sensitive to the differences among ourselves.
If we work on our knowledge and understanding to build our diversity maturity and effectiveness curve, we will ultimately get to a level of acceptance—we begin to respect and value the diverse characteristics and behaviors of others. This level of respect goes beyond simply “putting up” with others’ differences or “being tolerated.” Remember your observations in Exercise 4-1, “Tolerated versus Appreciated”? Few people, if any, simply want to be tolerated.
When you are a respectful manager in the diversity sense, you are able to grant full regard to the other person without compromise, based totally on the qualities they bring to the task at hand. Your views of the other person are not blemished or tarnished by negative cultural or racial characterizations. When you truly show respect for someone who is different from yourself, you see the value in having people contribute based on their background and culture. In fact, you appreciate their differences as added value to the organization. When managers create an atmosphere of respect for diversity, it creates trust and, in many cases, helps stimulate improved productivity.