Friday, August, 2007

If I Treat You Differently, Am I Guilty of Discrimination?

By Linda S. Wallace

Question: Shouldn’t we treat everyone the same? Why should we focus on how a colleague differs from us?

Answer: This is a good question and a difficult one to explain. It does, indeed, seem logical to stop focusing on differences.

Imagine that you and I own a little neighborhood clothing shop. We have a wonderfully diverse mix of customers: professional people who work at the office building across the street; youthful neighborhood residents; and young students who attend a nearby community college.

Let’s say we decide that every customer should be treated in exactly the same way. How do we accomplish that goal? Call clients by their last name only, and some are likely to feel uncomfortable. Call them by their first name only, and some are likely to feel you are disrespectful.

Overtime, we might decide to develop a unique personal relationship with each individual. Once we understand a customer’s preferences, we can develop a relationship with them that is warm, welcoming and prosperous. The fact that we think of each customer as unique and deserving of special care does not make us guilty of discrimination; rather it makes us culturally savvy business people.

• An understanding of precisely how cultures and generations differ.
• An ability to adapt communication to create a comfortable experience for diverse customers.
• An ability to learn from experience and adjust their work styles.
• An ability to put situations into appropriate cultural context.

Teachers need to consider the diverse learning styles of students when developing lesson plans. Journalists must consider the diverse views within a community when covering policy issues. Companies must consider the challenges and preferences of diverse customers when engaging in product development, merchandizing and sales.

Question: Why should we examine how a colleague differs from us?

We must take time to know our customers and colleagues before we can adapt our communication or work styles. This is far more complicated than just learning their names or acknowledging their personal preferences. In today’s workplaces, we need the ability to view situations through a variety of cultural lenses.

Cultural values, you see, often change the way we react and respond to people or situations. An Asian-American executive once told me that he tended to value workers who were team players. As Asian cultures tend to be community-centered, this preference makes sense. An African-American executive might favor workers who are multicultural, while a female executive might prefer workers who have high emotional intelligence.

Our cultural beliefs and preferences can affect the full range of decisions we make from hiring to firing, from problem solving to conflict resolution.

I find that when I am able to understand a person’s mindset, I am better able to collaborate with him or her. Differences matter. As we take time to understand why cultural views differ, we become more skillful communicators, leaders, and manager. Then we must practice, practice, practice. And always resist the powerful urge to use our newfound cultural knowledge to stereotype colleagues or strangers.

Remember, while there may be cultural tendencies, there are no absolutes. Not every African American worker is an outspoken proponent of workplace justice; not all Asian Americans are community-minded staff members; and not all the struggling single parents in the workforce are women.