By Dr. Mary L. Connerley, Paul B. Pedersen
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Extra resources for Leadership in a Diverse and Multicultural Environment: Developing Awareness, Knowledge, and Skills
Example text
As we developed awareness of other people and cultures, we learned that “our” culture was one of the many possible patterns of thinking and acting from which we could choose. By that time most of us had already come to believe that our culture was the best of all possible worlds. Ethnocentrism, the belief that one’s own culture is inherently superior to other cultures, is a natural tendency of most individuals (Haight, 1990), and leaders are no exception. Even when we recognized that the new ways were better, it was not always possible to replace our cultural habits with new alternatives.
In an organization with rules, regulations, and everlooming deadlines this will not always be possible. Acknowledging the cultural background of the individuals who established the rules is nevertheless an important consideration. The diversification of the United States is changing the complexion of society. S. S. Census, 2000). Recent migrations are different from earlier White European migrations that were oriented toward assimilation. 9 million from South America). 4 million or about one seventh of the foreign-born.
To demonstrate the importance of both similarities and differences 2. To demonstrate the necessity of accepting cultural complexity 3. To demonstrate the ever-changing dynamic characteristics of culture B efore identifying specific multicultural competencies and describing specific avenues to increase awareness, knowledge, and skills, a deeper understanding of multiculturalism would benefit leaders by providing a context for the complexity of culture. The word culture was first used in its anthropological and sociological context by E.