Ohio Grantmakers Forum

Transcription

1 Using a Different Diversity Lens to Situate Power and Leadership john a. powell Executive Director, Kirwan Institute for the Study of Race & Ethnicity Williams Chair in Civil Rights & Civil Liberties, Moritz College of Law Ohio Grantmakers Forum October 25, 2011

2 Norms Underlying the Behavior of Institutions Norms and status quo Appear universal and colorblind Determine policies, procedures, and cultural interactions Good ol boy network Placement of minorities into lower stratum Feel uncomfortable disagreeing In positions where voice undervalued Source: Capek, M. E., & Mead, M. (2006). Effective Philanthropy: Organizational Success through Deep Diversity and Gender Equality. Cambridge, MA: MIT Press.

3 The Operation of Race in Seemingly Race Neutral Issues To those who design and benefit from the status quo, the system seems rational and meritocratic. To those who find themselves outside this mainstream or at odds with it, the organizational culture can seem exclusive, alienating, shunning, and even punitive. Board member requirements for monetary giving Inability to travel to meetings Lack of resources for daycare Source: Capek, M. E., & Mead, M. (2006). Effective Philanthropy: Organizational Success through Deep Diversity and Gender Equality. Cambridge, MA: MIT Press.

4 Foundation Leadership Diversity CEOs / Presidents Full time Executive Staff Board / Trustees Total U.S. Management / Professional Workforce Race/Ethnicity Caucasian 91% 87% 87% 79% African American Latino Asian/Pacific Islanders American Indian N/A Source: State of the Work 2011: Mapping the Landscape and D5's Path Forward on Diversity, Equity, and Inclusion in Philanthropy [Internet]. Chicago (IL): D5; 2011.

5 The Importance of Diversity and Inclusion The construct of Integrative Complexity (IC) refers to the degree to which cognitive style involves the differentiation and integration of multiple perspectives and dimensions. Low IC (simple reasoning) occurs when a single dimension (perspective) is used to consider an issue and there is no differentiation between dimensions. Intermediate IC occurs when individuals recognize the existence of alternative perspectives, but see these perspectives as independent and unrelated (differentiation but no integration of perspectives). High IC involves the recognition of multiple perspectives and solutions and consideration of trade-offs among these perspectives and solutions. Source: Antonio A. L. and Hakuta K. (2004). The Effects of Racial Diversity on Cognitive Complexity in College Students. Psychological Science.

6 The Importance of Diversity and Inclusion Research suggests that diversity impacts integrative complexity: The presence of a minority collaborator in a group of white participants generally leads to a greater level of integrative complexity. Racially diverse contacts are positively related to IC. Source: Antonio A. L. and Hakuta K. (2004). The Effects of Racial Diversity on Cognitive Complexity in College Students. Psychological Science.

7 Role of Foundation Leaders in Promoting Diversity and Inclusion In order for a diversity program to work there has to be commitment from the top down. Employees are often a reflection of their leaders and when executives set a tone that lets everyone know diversity is important, it becomes a priority for the entire staff. More often than not, when staff diversity is not regarded as an urgent priority, leadership does not take ownership of the issue and resources are not allocated to properly support diversity efforts. Source: Burbridge, L., Diaz, W., Odendahl, T., and Shaw, A. (2002). The Meaning and Impact of Board and Staff Diversity in the Philanthropic Field. San Francisco: Joint Affinity Groups.

8 Average Percent of Grant Dollars to Ethnic and Racial Minority Groups: Grant Dollars (%) U.S. Population (%) Race/Ethnicity Minority (unspecified) 6% 35% African American 2 13 Latino 1 16 Asian/Pacific Islanders >1 5 American Indian >1 1 Source: State of the Work 2011: Mapping the Landscape and D5's Path Forward on Diversity, Equity, and Inclusion in Philanthropy [Internet]. Chicago (IL): D5; 2011.

9 Role of Leaders Start from the assumption that an awareness of racial disparities is fundamental to fostering race-conscious approaches to diversity policy When disparities are seen as absent, trivial, or declining, support for color-conscious policies will wane Increasing awareness of racial disparities may not be sufficient to change attitudes It is also necessary to foster the proper explanations for racial disparities

10 Role of Leaders Counter the perception that social justice programs that take race into account are somehow inconsistent with treasured American ideals such as egalitarianism and meritocracy Tell a story with everyone in it Talk about values

11 Strategies to Incorporate Diversity into Organizational Practice Mentoring programs Compensate and evaluate managers based on their success achieving diversity goals Partner with minority recruitment associations Network theory: moving outside overlapping networks expands a groups reach OGF Principle: We believe it is necessary to be strategic in pursuing diversity. Source: Burbridge, L., Diaz, W., Odendahl, T., and Shaw, A. (2002). The Meaning and Impact of Board and Staff Diversity in the Philanthropic Field. San Francisco: Joint Affinity Groups.

12 Strategies to Incorporate Diversity into Organizational Practice Minority leadership preparation program Embrace diversity in mission statement Formalize institutional commitment Establish standard of accountability More likely to have diverse staff and grantees Diversity consultants Expertise and impartiality OGF Principle: We promote a broad approach to diversity.

13 Board Diversity and Performance Board performance can be improved by valuing diversity Examples of improved performance: Greater awareness of the subtleties within issues Greater understanding of member perspectives Increased sensitivity to interests of stakeholders OGF Principle: Be committed to diversity, equity, and inclusion; and respect experiences that are different from our own. Source: Brown, W. (2002). Racial Diversity and Performance of Nonprofit Boards of Directors. Center for Nonprofit Leadership and Management.

14 Benefits of Diverse Leadership More likely to have diverse staffs have diversity policies seek input from those affected by decisions Source: Brown, W. (2002). Racial Diversity and Performance of Nonprofit Boards of Directors. Center for Nonprofit Leadership and Management.

15 Benefits of Diversity Heightened awareness and understanding of community issues Greater rapport with diverse community Develop trust among constituencies Increased ability to avoid counterproductive cultural misunderstandings Different perspectives OGF Principle: By increasing diversity we will access more expansive ideas. Source: Kasper, G.; Ramos, H.; Walker C. J. (2004). Making a Case for Diversity in Philanthropy. Foundation News and Commentary.

16 Star Trek: An Example of Success "It was more than just luck and a great ship that allowed the Enterprise to respond swiftly and effectively to challenges. It was the contribution of a diverse staff, with varied talents, histories and cultural experiences that gave the crew a unique advantage Without that diverse crew, they would've been blown to bits in the first episode... Show over! Melange Matthews, Foundation Consultant

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