Description
Book SynopsisPick your country, and pick your organizational context and you will find groups of people who are being asked to work side by side with other groups with whom they lack shared understanding and common ground. For example, Protestants and Catholics are recruited to work for high-tech computer companies in Norther Ireland. Devout Jewish nurses must care for expectant Palestinian mothers in a hospital in Jerusalem. A U.S. food processing plant suffers from poor morale and repeated work stoppages due to the inability of line managers to create an environment in which Native Americans, African-Americans, European Americans, and Hispanics can work together. An international, non-profit relief agency is incapable of delivering food to the hungry because of power struggles between top officials who represent different national backgrounds.
As these examples illustrate, dynamics in our global society are increasingly spilling over into the workplace. The need for practical, relevant, and us
Table of Contents
Introduction.
PART ONE Planning and Running a Session.
The Advice Chapters.
Exercises.
Learning Outcomes.
Overview of Case Format.
Selecting a Case.
Assigning Additional Reading.
Creating a Session Agenda.
Facilitation Tips.
PART TWO Advice Chapters.
Chapter 1: Handling Difficult Conversations in the Classroom (Terrell L. Strayhorn).
Chapter 2: Teaching Inclusion by Example and Experience: Creating an Inclusive Learning Environment (Bernardo M. Ferdman).
Chapter 3: Building Safe Learning Environments (Laurien Alexandre).
Chapter 4: Using Film to Illustrate Different Perspectives (Clemson Turregano and Belinda B. McFeeters).
Chapter 5: Assessing Leadership Across Differences Sessions (Emily Hoole).
PART THREE Individual Exercises.
Exercise 1: Mapping Your Social Identities.
Exercise 2: Your Experience with Triggers.
Exercise 3: Identifying Faultlines.
Exercise 4: Cultural Values.
Exercise 5: Approaches to Difference.
Exercise 6: Cultural Intelligence (CQ).
Exercise 7: Your Leadership Practices.
Exercise 8: Examining Your Leadership Networks.
Exercise 9: Taking a New Perspective.
PART FOUR Group and Paired Exercises.
Exercise 1: Seeking Another Perspective on Social Identity.
Exercise 2: Your Experience with Triggers.
Exercise 3: Identifying Faultlines.
Exercise 4: Cultural Values.
Exercise 5: Approaches to Difference.
Exercise 6: Cultural Intelligence (CQ).
Exercise 7: Your Leadership Practices.
Exercise 8: Examining Leadership Networks.
Exercise 9: Exploring Mental Models of Leadership.
Exercise 10: Using Film in the Classroom to Illustrate Difference.
Resources.
References.
About the Contributors.
About the Editors.
