IDI(Intercultural Dimensions Inventory) Script Lecture
(Could not upload the video so I had to paste the scripted lecture)
Okay. So let’s talk about the Intercultural Dimension Inventory or the IDI.
00:26:03So I was introduced to the Idi last year, and this is something that Clemson has really taken on, and it has been part of sort of uh what the Uh Di community has been doing. This is one of several tools, but it seems to be one that people have really resonated with.
00:26:21And so what is the idi, or why is the idi? So what we’re really looking on is that people skills has become very important. So we’ve talked about that the ability to work with people from a variety of different backgrounds.
00:26:37Um. And so, really, the first competency identified with this, and really what this quote, it will be focusing on the ability to build your into cultural competence so cross cultural competence. And so the idi is a way of measuring this, and it is very much peer base
00:26:55Um, and it will. So that’s what we’re doing. And so, by learning where you are, it can really help you build that into cultural confidence and gives you some tools on how to do that and how to go to the various different levels.
00:27:09So um, when we start looking at uh
00:27:13um
00:27:14team performance, and we’ve already talked about the literature around that.
00:27:21But it really talks about how, if you can move the team from a um multicultural perspective um of performance. Where um remember the inclusive framework that we talked about,
00:27:36the more that you can engage people and meet them where they are in terms of the inter cultural skills being able to bring their whole selves to work. The more the greater performance that you’re going to have.
00:27:50And so that’s really what we’re going to want to do. If you just really take the approach of you know everybody’s the same. We’re going to ignore and suppress differences. Then culture becomes an obstacle.
00:28:04So when leaders acknowledge and support cultural differences, then culture can become an asset, and there’s plenty of research that shows that when you do this you really can get better uh performance.
00:28:16So we’re going to talk about what is culture, And most of us probably have an idea of what that is.
00:28:24And so there’s some um uh different uh characteristics which most of us would call sort of socio identity. So we think of gender, nationality, race, ethnicity, age, family background, language, educational background, geographic roots uh sexual orientation, associated economic status, work, experiences, religion and ability and disability. So that is what you think about
00:28:53more broadly
00:28:55cultures, not just what we see, but what our shared identities. Um, and how these identities inform, how we interact and perceive the world.
00:29:05Uh, the definition of culture includes a variety of different aspects. A useful way to understand culture is to see it in a model for so um. When we start looking at culture. Culture really is the foundation or the starting point for all efforts.
00:29:23Um! And so it is the most difficult concept to find widespread on agreement on, but yet it is central to everything. So it’s really worthwhile to do to figure this out.
00:29:35And I think this graphic is really um. You all might have seen the tip of the iceberg. What’s on top versus what’s uh on the bottom
00:29:44and um, and you know a lot of us use shorthand um in order to look at things at that surface level.
00:29:53Um! And so the more visible aspects of culture might be things like food or clothing music. But really the Ivi focuses more on the subjective aspects of culture. These things are less visible.
00:30:09Um. Yet they create more challenges and opportunities. So when you look at the subjective, we can start looking at things like roles, perceptions, belief,
00:30:20which also correspond to what social expectations, behaviors, and values. So Um, you know when we look at what is primarily an awareness.
00:30:33Um and less tangible is essential to understand culture. So when we look at this uh was beneath the surface. So, um,
00:30:44we really need to, you know, reflect on first impressions and the substance of other cultures, and also try to forward the hidden parts. The part that you may not see, even as they might be different from your own.
00:30:59And these are some of the things that really can help you. Um really establish those cultural connections in a way that are very deep and rich, but it’ll also allow you to hopefully avoid some um things that you may not have intended, because you didn’t go to that uh deeper level.
Unknown Speaker
00:31:20And so when we start looking at, how do you increase into cultural competence?
00:31:26So then the idi is a tool is an assessment gauge, one capability to bridge across cultural perspective. It’s not really an assessment of whether you are a good person or a bad person, but rather how you both engage with others as well as how others perceive these interactions.
00:31:48Um! It is not a measure of how woke you might be. It is a moment in time that assesses where you are on a continuum, so that’s really what you’re seeing here.
00:31:59Um. So to increase the cultural awareness. And we’ve talked about this in terms of inclusive leadership. Framework
00:32:07is that you need to what start with you, you know. So you need to be self aware, and then, as well as other aware. So when we become aware of our cultural values by engaging with the other cultures, this is not mean. You have to lose aspects of your culture by engaging with cultures that are different from your home.
00:32:29Um. But self-awareness. So you need to deepen your understanding of how your own cultural values and practices are influenced by the groups to which you belong.
00:32:42You know I grew up in Chicago, and um. I didn’t realize until I left Chicago how many of my value systems were constructed because I lived in grew up in Chicago.
00:32:55So a lot of times. You don’t realize what you’ve been incarcerated with until you left there, and you can see those things differently. So you need to be self aware, as well as other aware, so deepening your understanding of diverse cultural values and practices and groups that are different than your.
00:33:15So you know we’ve already talked about what the differences the book talks about it. Um, I’ve talked about. So you know what diversity is when inclusion in versus belonging. So we know diversity is the starting place.
00:33:31The need for representation is important. That goes beyond tokenism, and we know uh tokenism is not well. I’m not going to get into that. But beyond Tobinism Um, when you’re talking about inclusion, as you know that your voice is being heard.
00:33:48Um! And then belonging, you know, recruitment. When you start looking at belonging. You know that your voice is heard. So we really want to be able to have people feel included and belong and and belonging so that they want to do what stay with the organization contribute, and the organization, then, can root the benefits of the diverse perspectives that that team members or members bring.
00:34:15So um! This is a a nice uh slide. So it’s, talks about diversity into cultural competence and inclusion. So you can see what diversity is, we know it’s who is the mix of people, you know. It’s focused on the impact of differences
00:34:33um into cultural competence uh so diversity plus into cultural competence, which is, how do you make diversity work?
00:34:43You know you focus on capacity, and that is what is measured by idi.
00:34:48And so together, those things create inclusion. So the what the mix feeling valued and engaged focus on the experience and measured by outcomes. So that’s really what we’re looking at here.
00:35:05So you might be saying, Okay, five fine fine. So why is this important?
00:35:10So, Um. One of the things that we want to do um both in this class, and we are part of the university. Clemson has a clumps and forward plan. Um. The College of Education, which you’ll learn about next week has an inclusive, excellent, strategic plan, but this is also beneficial. Mo: A lot of you talked about your part of organizations. You’re part of Hr in your organization. So it is a value to you in your workplace,
00:35:39but it’s broader society as a whole.
00:35:41So you know the measure of intercultural competence is more about being authentically engaged, and I think some of you mentioned that in your comments and in your meeting, you know so that, uh people don’t have to pretend they don’t have to. Someone said code switch. Um! So that people can really be more authentic about who they are bringing their cultures with them, not checking their cultures at the door when we can bring in and fully embrace all the cultures we
00:36:11form at a higher level greater awareness of self.
00:36:15So I’ve done a lot of research on that um. People tend to be able to leverage their cultures in a way that can really bring significant value. Um, be particularly meaningful for them. And so you really want to have a lot of um reflection there. So um!
00:36:37I think we’ve established. Why, this is good for the team. Um, and we you all have already talked about that. So, um! We will continue and talk about the Idi because idi can be done and administered at the individual level which you all have already seen.
00:36:57Um! It will also be at the team or the classroom level, which we will can talk about next um. It can be done at the organization level.
00:37:07Um! And then um, sometimes there’s some other way, so you can actually use an idi, but we we don’t have um certification as a way to screen individuals. Um,
00:37:21uh Dr. Carter. Anything you want to talk to about um idi at the at Clemson’s level.
00:37:29Um, I might be used. Yeah, it it’s it’s used, as you know. You all uh had organization development. Um as a course.
00:37:41Um, it’s used to build the capacity of diversity leadership within Clemson, so started around two thousand and sixteen um, with
00:37:54just a couple of people who got certified with um the idi we now have over fifty-five Qas or qualified Um,
00:38:03what is it qualified? Uh administrators I was gonna Say, associates, What am I? I’m an administrator right. Um! And and so this is It’s it’s really grown. And now um! It’s grown to all the divisions and people
00:38:20like this class, you know. Um, uh people from different divisions and different um colleges will utilize the Qas in order to um
00:38:32uh figure out how culturally competent their team is, and how to move the needle uh in terms of cultural confidence. This is also been done in athletics
00:38:42within the coaches and within the students as well. Um, the student athlete. So it’s really gone across campus, and it’s really uh been a beautiful thing to see.
00:38:54Awesome. Thank you.
00:38:57Okay. So um. Let’s go ahead and get into some of the different tracks. Um! And so the different profile reports. So we’re gonna keep going on that piece
00:39:09Um! And then um! What does the idi not do so. It’s important to talk about what it is and what it is not also. So uh we, we. I think we already talked about that.
00:39:23So it is not how well you are. It is not an ending point, so it’s it’s a snapshot in time you can influence it. Your activities can change where you are. Um! You should end up with the development plan, which is what we’re going to do here.
00:39:39Um, you can um get a debrief, which is what we’ll do here in terms of each one of you will be debriefed by either me or Dr. Carter and um make a way to check diversity. Stop off your team, Go! So that’s would be a check the box moment, and we want to go beyond that. So that is what it is not
00:39:59so. Um. The bottom line is that diversity does matter, and it does allow teams to be more created innovative and bring a different perspective.
00:40:09Um, and many of you are in Hr. Many of you are in recruiting um, and I was in Hr. For most of my career, and we are active here at Clemson, and what you don’t want is a revolving door, and so you can attract a diverse candidate. Cool. But if you don’t do the steps in order to keep them, which really involve around inclusion and practices that are inclusive. Um, then it it doesn’t make any
00:40:38you you and you’ll never grow, so it’s important to the bottom line.
00:40:44So with that being said, let’s talk about the good stuff. So um! This really is where I want you all to really focus on, because these are the different dimensions. I’m wrong among the Uh continuum for idi get to cultural development confidence.
00:41:02So this is a cross, culturally valid and reliable psychometric assessment that takes a snapshot about how you are thinking about diversity. Um. It is based on the idea that humans are on their own developmental path, and how we think about diversity.
00:41:20Um. And so it is used by individuals and organizations to help determine their capacity to work within and lead inclusion and diversity. So we have to be aware of our own Orientations, and others have their own.
00:41:35Uh. So if you are in acceptance or adaption which is at If you see this um uh arrow uh toward the right,
00:41:47we need to be aware that others have their own stage, that we are working in. We need to build that bridge and be aware of other stations’ stages working with the two different continuums, the continuum we are on, and that of the individual we are working with.
00:42:05This is a long continuum um, and it goes from um one into the other. Each of them have opportunities for growth. So let’s talk about the first one denial.
00:42:18So the denial is when individuals might miss differences, either because they are unaware they may lack exposure or engagement to other cultures.
00:42:29Um, we have polarization. So these are judging differences. So it could be a reversal. Those who are in dominant cultures who are learning studies, studying issues of systemic racism, maybe in reversal, unnecessary steps, so they may judge
00:42:48their culture very harshly.
00:42:51Minimization Minimization is a deep emphasis. Of difference. Let me repeat that it’s a the emphasis of difference, and it is a transitional mindset,
00:43:04and this section is very large. Most people are in the minimization, and we’ll talk more about Why, that might be acceptance. People at the accepted stage deeply comprehend differences. It could be their upbringing. How broad their upbringing may be
00:43:23um, and then adaptation someone who bridges across differences in an authentic way, that, losing identity, that changing who they are, but being respectful when engaging.
00:43:36Um. And so this is really what we’re looking at, and it’s been interesting to to see, and we’ll talk more about that. You know how people can come to be at the different stages. So in a mono cultural worldview denial and polarization,
00:43:54uh people view their rules primarily through their own cultural lens typically without realizing they have a cultural lens Uh. So people in denial don’t experience most cultural difference, often due to lack of exposure,
00:44:10whereas polarization worldview can take two forms. They can be defensive or reversal. Both of these really uh, is a dichotomy of us in them. So you get that perspective.
00:44:25People in defense tend to take an uncritical view of their own. You know my way or the highway. You know cultural practices, you know um an overly critical stance toward other cultural practices, they oftentimes find cultural differences threatening
00:44:43those in reversal can also be cultural differences in terms of us. And then but then to be self-critical, critical of their own culture and uncritically acceptance of other cultural practices.
00:44:58When you get into minimization, it’s really a transit transitionary world view between the model cultural, which is very much focused my way. So this is the world. Um
00:45:11uh, if. And it focus on cultural commonalities and universal values and principles in ways that can impede recognition or appreciation of deeper cultural differences.
00:45:25Um, They may experience some value, some superficial cultural differences, but assume that deep down we are all the same, so not a lot of um. More introspection is needed.
00:45:38And then at the end of the continuum, you’ve got acceptance and adaptation. Um and people in acceptance comprehend cultural differences at a deeper level.
00:45:50They recognize both cultural differences and similarities, and tend to be curious about and seek out opportunities to experience other cultures.
00:46:01Um, whereas people in adaptation not only recognize and appreciate such differences, but able to adapt their behaviors and shift perspectives to other cultural contexts, and appropriate and authentic ways.
00:46:19So those are the
00:46:22five different um orientations
00:46:26within the idi.
00:46:31And so, when we take a look at this, the idi is predictive of greatest success in hiring diverse talent.
00:46:40So Um, when we start looking at this and different studies, um and this was a high tech multi-cultural um, and we looked at recruiters, and this was used. Um! They essentially showed that the more the teams diversity and inclusion.
00:46:59Uh, when the lower the teams overall score. The more the teams diversity and inclusion benchmarks from this um, and conversely, the more the higher the team scores, the more likely they were able to um meet their diversity.
00:47:19So, um! It is important if you want to try and move the organization forward and actually accomplish some of the goals you set up for for um diversity, inclusion.
00:47:31So let’s talk about the reports, and i’m going to share the report with you in a little bit.
00:47:37Um, But essentially the report does a couple of things, so it does have an introduction. Um! And it’s going to really talk about um some of the things that the tool assumes. So one, you answer the questions honestly. Um and um,
00:48:00and whether or not you may be in transition a lot of times. If people’s worlds are in upheaval. They’re moving. They may be getting divorced and get married, or being relocated, you know things may not be quite the way that um
00:48:16it. It may affect your score. You know your environment affects your score.
00:48:22Um, but it does have an introduction. Um, which we uh you can see there,
00:48:28and then we’re going to do an overview of the continuum similar to what I just discussed in terms of the differences. So we’re going to talk about the continuum and the different orientations, denial, polarization, minimization, acceptance, and the adaptation. So those are the things that you’ll see in the report.
00:48:49Also, in the report you’re going to see um. The just talked about that um, how to interpret the report. So it’s gonna be talking about this. And this is really going to be the key differences. So
00:49:04you’ve got what is called a perceived orientation versus a developmental orientation and Orientation Gap range of orientations and leading orientation. So that’s a mouthful, so we’ll walk through what those different ones are.
00:49:22Um. And so when you start seeing your report, you’ll see a description of what the different Orientations are, you’ll see a chart or a graph that will illustrate in a visual way what the gap may be
00:49:39between perceived and developmental orientations at the group profile level, and then understanding the report. So looking at the gap, and then it will also give you some deeper looks.
00:49:53Give you sort of a range of way of thinking about your developmental orientation opportunities for growth as well as development, and then really break it down. So these are some of the things that we’re going to go through. So, um!
00:50:11One of the things that we want to do is to talk about the group profile report um. The perceived orientation and the Developmental orientation. So I am going to stop talking here, and i’m going to actually pull up the report for the group.
Unknown Speaker
00:50:38Come on, be nice.
00:50:43Alright, so not too bad. So before I get going questions,
00:50:51Dr. Carter. Uh jump in.
00:50:55Okay, So um. This is a report that was prepared today. Um, and it is for our group. So about twenty people.
00:51:03And so you can see here it talks about the introduction, you know. Did you respond accurately. Um! We talked about the different mindsets. Um monicultural versus an intercultural uh communication mindset. And so we’re really going from left to right.
00:51:22Uh: So multicultural mindset. This is denial and polarization versus having an inter cultural mindset like substance and adaption. Um. And so we talk about a description of what denial looks like with polarization and minimization, acceptance and adaptation.
00:51:42And this is where I really want to spend some time. So um perceived orientation versus developmental orientation. And so I find this a really um
00:51:54interesting way of looking at it. Um! So perceived orientation reflects where your group places itself among the intercultural um dimension development continuum. So this reflects how the group sees itself with interacting with culturally diverse people.
00:52:13This groups perceived orientation could be denial, polarization, acceptance, or adaption. So think of it this way. It’s how you view yourself in terms of how competent you perceive, or you think you are in terms of your intercultural confidence
00:52:33versus the developmental orientation indicate your groups primary orientation, and it’s what the group most likely uses in those situations where cultural differences can be. Bridge. So
00:52:51keep me honest here, Dr. Carr. So that developmental orientation is Um. So if perceived, orientation is, this is where I think I am developmental orientation. This is where you really are
00:53:05correct. Okay,
00:53:07alright, so. Um. So it’s how it’s, how others others would see you. Um. So perceived as how you see yourself and how you want to be seen. Um living in these, you know, uh
00:53:22living as an intercultural being. Um. Developmental orientation is is actually how you are. And the idea I does a really nice job of
00:53:33of sussing that out. You’re not going to be able to. This is a completely validated assessment. You’re you’re you can’t cheat it right by trying to answer things that you think you should be
00:53:48um, and and i’ll say this, and and I say this during um any debriefs. Um!
00:53:55If you had problems trying to decide between which answer that you might choose, then that likely uh will uh weigh heavily on your orientation gap, and that is that difference between your Po and your do.
00:54:14Sometimes it’s large. The larger the gap, the more disorientation between the way you see yourself and the way you actually move interculturally. Um. And so, if you did see, did find like Oh, my goodness, I didn’t know how to answer that. Um! There you may have a large gap
00:54:32doesn’t mean that it’s bad, Right this is we? We said this before it’s not a weakness. It’s not. You know how good or bad you are. This is a snapshot in time about how you
00:54:43move interculturally.
00:54:46Thank you for that, and the and Dr. Carter has more than a year on me and doing this, so I look to her for that. Um! But the other thing that I would say about this tool is
00:54:59um like any other tool you How much deeper self reflection, how much um interaction you may have! Um Will definitely could change this, and i’ll use an example uh,
00:55:13a little later, someone who um had a very different I’m very um
00:55:20um multicultural
00:55:23yeah into cultural mindset. And and how it was that they had such a strong into cultural uh mindset.
00:55:31So we’re gonna look at the Orientation Gap. So, as you may see you’ve got perceived orientation you’ve got. So this is where you think you are. This is where you actually are operating. And so the gap in between is exactly that the orientation gap
00:55:48um. And so we’re going to talk about that, too.
00:55:52Um! So I think Dr. Carter did a nice job of talking about that. The larger the gap, the more likely the group may misread how effective they are, And I think that’s really the biggest takeaway. How effective you may view yourself, and how effective you may actually be to be two different things.
Unknown Speaker
00:56:12Okay,
00:56:13Um. So um. If your perceived orientation is higher than your developmental orientation, then you overestimate your groups into cultural competence.
00:56:25Um a developmental orientation score that is higher than your perceived score indicates an underestimation. Have you seen anybody underestimate?
00:56:37I’ve seen it get pretty close more often than not I see overestimation that you think you’re more intercultural than you are. Um! And I’ve seen it get within nine points.
00:56:51Um, and I’ve seen as much as a hundred point swing for for someone who, with their perceived orientation and their developmental.
Unknown Speaker
00:57:01Okay,
00:57:02so um. So that’s what you’re doing. And Then you have leading orientations. Are the next step. Go down, Go down a second Don’t don’t show it, don’t show it. Okay,
00:57:16don’t show it yet. Just Just so. Let’s let’s ask them so what leading orientation is, and then and then reveal what you know, and then then ask, You know, Then we can ask what they think they might be in. Alright, Go for it. Okay. But leading orientation is the next one over
00:57:35right. Leading orientation just means this is how um you know. What I said was: This is a snapshot in time, right? The beauty of this is that there’s a plan um to. You know it’s not just something, you know. You take the disk assessment right? You might look at it
00:57:53um a couple of times, but it and you might even remember what color you are right. You might remember like, Oh, i’m a Id or i’m whatever.
00:58:03And typically they go on the shelf right? The beauty in this is that there is a built in work um to get to gain cultural competence within this um assessment. So your leading orientation um among all of these acronyms is just saying your next one over.
00:58:22What do you aspire to? How do you get there? And and I know Dr. Sims has a lot of um ways in order to to kind of gauge that and um, and help you work towards um a higher continuum. So i’ll stop there and ask
00:58:38as a group,
00:58:40knowing what
00:58:42Dr. Sims has talked about. Do you think you’re as a group you’re in, and there’s twenty of you that took it. Are you in a a monocultural mindset. Are you minimization? Are you acceptance or an adaptation for your
00:58:59uh, the first one you’ll see? Is um your po perceived orientation. What do you think you’re in as a group? So put it in Chat.
00:59:20Okay, Nicole minimization
00:59:24minimization case. So this is this: is perceived orientation. So this is how you you think you are.
00:59:31Um. You think that the group thinks that they’re in that they’re working within minimization. Okay,
00:59:40All right.
00:59:41Okay. Acceptance. Okay, there we go,
00:59:45knowing that
00:59:47more often than not we think of our. We want to think of ourselves as being more culturally competent. We want to think of ourselves as being kinder that we are, You know. Um! It’s human nature right to think of to want to think of yourself as something. Um, that’s higher. So if you could
01:00:06to zoom as if you could just peek
01:00:08down, it showed just the first one of the Po
01:00:13alright,
01:00:25So we’re actually in acceptance. So you’re right. The lab, you You were right. Um, about um.
01:00:34So it’s it. W: one twenty point forty, four, so pretty high into acceptance is is where the group rates um and the And this would just indicate that the group feels that they’re in
01:00:50um an intercultural mindset to where you acceptance is where you appreciate these patterns of cultural difference in your own as well as other cultures you’re doing. You’re doing pretty well is in, and you’re pretty nimble, as it relates to cultural competency. The thing about acceptance is that there might be some times where you might not be able to act
01:01:15um inappropriate. Not, I say appropriate is not the right word um in culturally competent ways, right? You might not want to offend. So you don’t go as far as to the action might be a little shy about acting. I don’t want to. I don’t want to ruffle any feathers. Right? So that’s acceptance.
01:01:34Um.
01:01:36And so what do you think in chat?
01:01:38What do you think you actually are? What do you think your do as a group is
01:01:46minimization,
01:01:48all right,
01:01:55you know. Go ahead and reveal. I’m playing Anna. Okay, yes, please. Review.
01:02:03Alright,
01:02:06So it is minimization. Um. And there’s a, you know. Look, there’s a pretty wide swing. If you go down a little bit more
01:02:17uh minimization is that one that highlights commonalities. Everyone is the same. I don’t see color. Um, I I think of every everyone bleeds red right um, and and and that is that’s great right, because
01:02:35humanity is the point right? We see we see each other as human beings, and that is wonderful. Um! Going towards culture is, where is is that next leading orientation? So if you go down just a little bit more, let’s look at the Orientation gap
01:02:51and kind of yeah, let’s look at that. So the precede orientation How we think we are is one hundred and twenty um, and we’re at ninety one for the developmental orientation. It’s a pretty wide gap, so we see ourselves as being
01:03:08pretty nimble,
01:03:10and we’re actually um,
01:03:14we’re we’re we’re in a baseline right where we’re seeing each other. Uh we’re seeing culture as being maybe kind of kind of flat right? We we see it as value neutral
01:03:25right? And
01:03:28again, I think it’s. You know, sixty of of groups. Seventy of groups are in minimization. Um. So this is is definitely not shocking.
01:03:38Um as as a As a result, Um! And sixty, sixty seventy percent of people um in the world who take this are in minimization. As well
01:03:50may may I ask So the seventy percent of people who are or groups are in minimization. Is that us, or is that globally it’s a worldwide? This has been validated in
01:04:02most countries and in in most of the the different languages. Um. And so it takes into account culture in different cultures, right? So it’s not just the United States. It’s across the world.
01:04:16It’s a great question.
01:04:18You’re all okay, all right.
01:04:21So. Um. So in this case you can see we
01:04:27overestimated our into cultural confidence by quite a bit,
01:04:32so it’s not at all unusual.
01:04:34Um. And so how many of you may be feeling, or or might say, Hey, This is not accurate. Any thoughts around that any one feeling it may not be accurate.
01:04:54So let’s look at the minimization um
01:04:59orientation. So you can see here it reflects attendance to focus on commonalities.
01:05:06And frankly, I mean this: May it doesn’t surprise me because most of us were raised this way, you know. If you look at the media, you know we’re all one for all, all for one, you know. You know we’re all you know. List gloss over because I think that’s how we’re raised, and then the other is people. Don’t it. It’s It’s a lot of work to get to the next stages.
01:05:29It takes a lot of what I would consider a lot of um self work a lot of reflection. Um, so it it’s not surprising.
01:05:40So minimization. So what are the characteristics may be used as a coping strategy by nondominant culture members? Um, so Um does not view differences as a threat to one’s own cultural practices.
01:05:58Uh seeks to avoid stereotyping and biased behavior by treating each person as an individual
01:06:06uh interested in differences, for examples, customs, but limited ability to adapt to other cultural practices.
01:06:16Um, for those of you I have.
01:06:18Oh, we have family. We were going on this trip, and we were in France and talk about ugly Americans. Oh, my goodness, they were hamburgers! They wouldn’t.
01:06:33Oh, it’s just made anyway. So yes, in inability to adapt to cultural differences. Um recognizes the essential humanity of every person, and tries to act a tolerant race. I don’t know about you. But that was the way I was raised in my church
01:06:51may not be fully aware of how one’s ideas and behaviors are culturally grounded.
01:06:58Um! And so you have to really think about that. And a lot of times you have to get out of your environment to know. You know, this is a cultural orientation. I have, you know I grew up in Chicago. There is a so anyway. I won’t. Get into all of that. But it’s a very different culture when you leave Chicago
01:07:16Uh. Tends to assume people from other cultures that basically like us and applies one’s own cultural views to other cultures in ways that minimize the importance of cultural differences. And I think that’s what we see, a minimization. Hence the term minimization, orientation.
01:07:35So what are the strengths?
01:07:37This group has found some success of interacting with people from diverse cultures when commonalities can be drawn across. And I think that’s really is the um big takeaway. You look at, How can we? What, What on the surface level are do we have in common that we can um connect with one another,
01:07:59but it’s not enough.
01:08:01What are the developmental opportunities? Your group may struggle to branch across diverse communities when differences need to be more deeply understood and acted upon.
01:08:13Um, your task is to develop a deeper understanding of your own culture. So really you need to develop your own culture self awareness. Um! Who was that that was talking about. They were going through their uh genetic results uh their family. Hey, Katie? Okay. So you know,
01:08:32figuring out, you know, really looking at who you are so often having an increased understanding of your own culture
01:08:41and specific framework for making sense can really help you with ten more fully to attending to cultural differences. So that’s what we’re really looking at. So um! You start to examine, excavate what those differences are that are unique to your own culture, so that you can start to differentiate.
01:09:03Um, What is going on in others cultures.
01:09:07So this is um an example. So these are the range of developmental orientation.
01:09:14Uh. So this is the percentage of group members who developmental orientation falls within each of the Orientations hectic card. And this is this is specific to our group correct. I just want to confirm. We don’t have anyone in adaptation.
01:09:32Um, we have five. So a small number. I think that would be one person in acceptance. Sixty percent of the group are in minimization.
01:09:42We’ve got twenty percent in polarization and fifteen percent in denial. So that’s what our Bar chart looks like. So it’s pretty skewed through sort of a I Sally’s triangle um,
01:09:57and so um!
01:10:01I would think this is a wide range of Orientations, because we have all of them but one Um, so um within the group. So this would reflect a lack of consensus uh how the group makes sense of an adapt to behaviors to cultural differences and commonalities.
01:10:19In fact, the group has both model cultural mindsets and intercultural mindsets without targeted uh competence. Um,
01:10:29It is like the group, will find it difficult to achieve a shared vision and focus for meeting goals. So that’s one of the differences When you see this wide range of uh results.
01:10:43Um! So you know, how do you have everybody get on the same page and come up with sort of group norms? Um, and in group goals.
01:10:54It’s likely. Why, uh, some of you find um difficulty working within groups within the Mhrd program right? Because there are different
01:11:05um ideas. Um, that that are cultural right? How you show up
01:11:12in a group setting Um,
01:11:15you know. Are you late, are you? You know what I mean? Or do you sit back and let others do it. You know some of that is is cultural. Some of that is just uh group, think, or or or or something else right, but
01:11:30that particular measure for the group for Mhr. D. Students. It. It makes more sense, I think, when you do it in a maybe a group Orient, a a group setting, you know. So
01:11:45you know, we do this in the College of Education, right within small groups within our departments. It makes a lot of sense to say we all have to work together or within your your own organizational context. If you were to do the idi within your organization within a small group, or within a division, or something like that
01:12:05the group work would make in the range of developmental orientation to make. I I think maybe a little bit more sense than in a classroom setting, but it’s useful for us to think about how I class might um
01:12:21have a range of orientations that you have to work through right that you, when you’re meeting people where they are and where they want to be um, and it’s aspirational. So whenever you think about your group projects, you think about the different ranges that that exist
01:12:39of um orientations within those group members.
01:12:45Alright, so um leading orientation. So that’s really sort of aspirational. So where is it that we sort of looking to the future? Where is our growth? Opportunity getting to acceptance and adaptation. So that’s really what we’re looking at.
01:13:01Um. So um focus on both increasing cultural self-awareness and learning, culture, general and culture, specific framework for deeper understanding of patterns of difference that emerge interacting with people who are from other cultures.
01:13:19Um acceptance also involves the capability to make moral and ethical judgments in ways that take into consideration other cultural values and principles, as well as one’s own
01:13:33um. So, as the group becomes more fully recognize and appreciate cultural differences as well position to look for ways to shift cultural perspectives and adapt behavior around cultural differences.
01:13:48So that’s what you would be looking for in this um is sort of where we want to go. So essentially this is going to be your um.
01:13:59A challenge as a group is to come up. So when we start thinking about an idi group plan, what is it that you are going to recommend to move the group from a minimization view collectively to a acceptance view.
01:14:17So that’s really what your idi group plan that you’re gonna do in your small group. So just want to uh point that out.
01:14:27Um. So um!
01:14:33This is one an education example. So an idi group profile of twenty-five administrators their developmental orientation with minimization is likely that the group’s current minimization, level efforts
01:14:49at building, understanding and awareness of cultural differences and commonalities with the school environment is effective at times and less effective than others, as one might think Further, there’s likely a sense
01:15:03that educational institution is on the right track and creating an inclusive multi cultural community. However, the group is likely not aware that their efforts at establishing common goals, policies, and practices in the organization may not attend as deeply as needed to cultural differences in integrating those differences in solutions generated.
01:15:27So the group is thinking that what they are doing is likely more effective, and will be more successful than what it actually will be. Um. And so
01:15:39um! It is likely that the group will struggle with making decision and solving problems. With cultural differences arise that could demand creative solution in ways that value differences.
01:15:52The group’s level of intercultural competence suggests that they will likely be challenged to identify cross, culturally adaptive policies and practices that can guide common efforts across differences.
01:16:06So it just tells you that the group may have their work cut out for them. Um! And so um that doesn’t mean that it won’t get them, but they’ll have to exert a lot of effort to
01:16:18um get to that next level goal, and to really be um to achieve the goals that they really want to.
01:16:27So um! This is really just for the demographic information about the current organization.
01:16:34Um, this team. And you all know You’re all post secondary. Some of you already have masters degrees. You’re all citizens of the Us. You’re all students within the program, so that leads us to the end of the uh report.
01:16:50So uh, i’ll go ahead, and I will post the report to the Idi group um within canvas. Um! I’m also happy to share it.
01:17:05So. Um!
01:17:07I’ll stop sharing for a while. I think so. What’s really the next steps? Let me go ahead. So
01:17:16all right. So I put this in chat. So now you all have that.
01:17:21And so what i’d like to do is just talk about really next steps.
01:17:27Um, And so
01:17:30uh we’ve talked about what the developmental orientation is, which is really where you are. You know how you actually show up versus how you perceive yourself to show up,
01:17:47and then um the range of orientations. We saw that.
01:17:52Um. And so um we’ve talked about the transition mindset of minimization. Um, it could be a coping strategy for non dominant culture members
01:18:06as a non dominant culture member, you know, been associated for minimization. Um.
01:18:13And then we’ve talked about the orientation. So What is some of the developmental opportunities we’ve talked about that um enhance recognition of and understanding cultural difference in ways that actually matter.
01:18:27Uh reflect on when you focus on commonalities that you may do what overlook differences, and then consider ways in which you may be successful in highlighting commonalities, and how it might and how it may mass cultural differences.
01:18:47So, um, we’re going to need to really begin to build skills around this. And so this is something that i’m going to ask you to do as individuals when you start when you start receiving your idi plans. But you’re also going to need to come together as a group when you do your Ivi group plans um to figure out. How will you move this needle?
01:19:13Um! And so, really, we’re gonna talk about? Uh, how do you include cultural differences?
01:19:23So? Um! I love this uh example so hopefully you can see it. You have a guy who is shoveling the snow in front of it looks like a school or building. And um! And he is saying,
01:19:38all these other kids are waiting to use the stairs when I get through shoveling them off. Then I will clear the ramp for you,
01:19:48and they they say, but if you shovel the ramp, we can all get it,
01:19:53you know. So his orientation is. Let’s get the folks up the stairs, and someone who’s in a wheelchair is saying, Could you please shovel the ramp? And he’s also pointing out. If you focus on the ramp, we can all get in as this. So these are ways to leverage cultural differences,
01:20:12and the people who I’ve studied. I study entrepreneurs. I’ve studied women in non traditional roles. Um, I’ve studied um African, American and other um uh people of color and leadership
01:20:28and those who are really very successful in their field are able to bring something unique about their background to the table in a way that really expands on opportunities. Um, I think of.
01:20:44I was a group in um.
01:20:49Maybe it was Lebanon um, and so it was female engineers, and so um! The female engineers weren’t getting a whole lot of work.
01:20:59But um! One of the things that was brought to them was, How can you design schools, nursery schools, regular schools and um! It was the fact that the women engineers could bring their perspectives as um
01:21:15um mothers, and interacting with children to the business in a way that they created a whole new business line that the organization had not even thought of before. So these are ways to really look at differences and capitalize on them.
01:21:33And so noticing cultural differences. So these are things that you can begin to do so. Um. So this is a skill building piece. So um. One of the things that we often see
01:21:46um is uh in women, and you can see this in non dominant cultures, and you know the women say something, and nobody responds. And then the man says the same thing and everybody. So yeah, that’s a great idea, you know. So um! Do you notice who is making, who is presenting in the group
01:22:05who is talking, whose ideas get discussed in depth, what ideas get validated. So, um, we bring up issues of diversity and inclusion. And so we really want to make sure that people
01:22:20see um noticing cultural differences. Um, when you are having a group, so when you all are doing your peer mentoring when you’re at work, you know, making sure that people are included in their voices and being heard. Um! And these are different ways of doing it.
01:22:37Who’s quiet? Do you bring out the person who’s quiet? Who do people look at when they are talking? Do they look at the person who’s talking, or they looking at the executive at the end of the table. I’ve seen both
01:22:50who brings up issues of diversity and inclusion, you know. Is it the responsibility of those people who are diverse, or is leadership bringing males? Uh, how do people respond with different issues or raise?
01:23:04Do they try and minimize it, sweeping under the world under the road. Do they? You know active ways where they just ignore it? Um! And I’ve seen that, you know I brought up the topic and have had nobody back.
01:23:17You know It’s like I didn’t say anything, and this is an isolated incident or possible pattern of experiences. So these are ways you could start to noticing a cultural difference. So um, we don’t have a lot of time, but you know
01:23:35you know you can add in chat. Have you noticed any of these things yourself?
01:23:42And then Um! So one of the things that we’re going to do um, and we’re not going to have time to do it, because we’re at the end. So you’ll have an opportunity to reflect on this in the next week’s um um lecture. So think about what you’ve heard.
01:24:01Um, You know what is some insights you had from this presentation. So we do have some time. If you want to put some of that in chat, and then, you know, you could start thinking about. How do you engage in other cultural orientations?
01:24:17So you know to sort of wrap up where we are in terms of next set. You all have all signed up for your idi sessions,
01:24:27and you will attend your individual feedback sessions. So everybody has signed up um, and um! It should have received an invitation. Um, and um let me see here.
Unknown Speaker
01:24:49Oh, here it is,
Cynthia Sims
01:24:55and I think it was
01:25:00so. This is, I think it was. Hey, Hayley, you said you and you’ve got the wrong date with me and time. So let’s look at Thursday, so send me a note. Okay,
01:25:15um. But you all should have received an invitation from me or Dr. Carter. Um for your idi debrief. Those will be taking place tomorrow and Thursday. Um, if you have not, and I think I counted up. Most of you have already. Uh attended this, but let me know,
01:25:38and then you will uh review your idi assessment, so we will share that at the meeting tomorrow, so we’ll walk through it similar to what we did today.
01:25:49And then, Um, you’re going to make a commitment to increase your into cultural competence by creating an idi development plan.
01:25:59The nice thing is at in your booklet. You will tomorrow, in your report it will have recommendations specific to you in terms of how you can increase your into cultural companies,
01:26:14and then to start talking about the plan. And what you’ve experienced is the pr mentoring sessions. So the peer mentoring sessions that you are going to do in your groups of three or four will allow you to talk about your progress on your plan. Um! It’ll allow you to share any revelations. You may have
01:26:37any um discussions of difficulties you may have. Um. And so all of this is really there to help support your growth and development.
01:26:48Alright, so um questions. I’m gonna stop talking.
Katy Jones
01:26:58I just have a quick question.
01:27:01Yes. Are we doing so? We have group a group where we’re just two people, and then we have a group where we’re four people. Well, some people have three. So
Cynthia Sims
01:27:11what are we doing? Is the peer mentoring The two people are the four people.
01:27:28Okay, everything else. You’ll be in either groups or three or four.
01:27:35Good question.
01:27:36Other
01:27:42shell shop comments.
01:27:51You have your hand up.
01:27:58No, ma’am,
01:28:00all right. So um just in terms of wrapping up.
01:28:06Um. So this is a lot to take in. I’ve put the report out in chat. I will also add it to canvas. Um! You all do not have to share your results with anyone that is totally up to you. Um! We will uh debrief.
01:28:24Um! And uh, so just want to share that. Um! But it really is, I think, a great opportunity. Um! It really has been very impactful for me in terms of once you realize that you’re in a certain mindset. It really helps you,
01:28:43at least for me personally, interact in the world in a different way, and think about the world in a different way. So it really has helped expand my mindset, and i’m a dei uh researcher uh Dr. Carter. You want to share anything?
Angie Carter
01:29:00Um, I I mean I I think it’s I I I love this um assessment um, because it really does give you a snapshot in time, and it helps you to grow right. It helps you to
01:29:15understand where you are. Understand where you could be. Um, and it’s a it’s a great developmental tool. So
01:29:24um looking forward to talking to you more about culture, and how you feel about culture in our uh debriefs and our individual debrief, and at that time we’ll share your individual um to brief with you, and give you a copy of your debrief and your plan
01:29:43at any time. If you have any questions, you know that both of us are um
01:29:48uh incredibly open to uh questions. And um helping you to understand how you can use this in your life.
01:29:56Excellent!
01:29:57So thank you so much, and i’ll just leave the person that there was one person in our group who was at the far end of the continuum. This was last year, and so I wanted to find out more about that in terms of her readings. And this was a person. I think
01:30:15her mother was half Jewish, half Asian. Her father was
01:30:20uh Italian. She married someone who was Spanish. Um. And so you know I I talk about my family being um
01:30:32um a uh United Nations per family. She at the micro level was at a little United Nations, so she had to navigate religious holidays, birthdays, different cultural activity, languages. And this was just her
01:30:50every like a day in the life of hers. And so I think that really um, so she was steeped in it because she had to live in it every day. Well, most of us don’t have to live in it uh every day, but we can seek it out so that we can.
01:31:08So just wanna thank you. This is very key in terms of into cultural competence. Um, and uh, it gives you tools, and that’s what I think people really appreciate it. And so you’ll learn more about those tools tomorrow. So um,