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Misconception of identifying ethnic groups by cultural elements 2 essay

National, regional, or other geographical area Ownership of property Socioeconomic status Why is it important to be culturally competent? We are all misconception of identifying ethnic groups by cultural elements 2 essay through the increasing globalization of communications, trade, and labor practices.

Changes in one part of the world affect people everywhere. Considering our increasing diversity and interconnected problems, working together seems to be the best strategy for accomplishing our goals.

Because social and economic change is coming faster and faster, organizations are understanding the need for cultural competence.

We're realizing that if we don't improve our skills we're asking for organizational and cultural gridlock. Studies show that new entrants to the workforce and communities increasingly will be people of color, immigrants, and white women because of differential birth rates and immigration patterns.

There are many benefits to diversity, such as the rich resource of alternative ideas for how to do things, the opportunity for contact with people from all cultures and nationalities that are living in your community, the aid in strategizing quick response to environmental change, and a source for hope and success in managing our work and survival. Benefits of building an organization's cultural competence are: Increases respect and mutual understanding among those involved. Increases creativity in problem-solving through new perspectives, ideas, and strategies.

Decreases unwanted surprises that might slow progress. Increases participation and involvement of other cultural groups. Increases trust and cooperation. Helps overcome fear of mistakes, competition, or conflict. For instance, by understanding and accepting many cultures, everyone is more likely to feel more comfortable in general and less likely to feel the urge to look over their shoulders to be sure they are being "appropriate" in majority terms. Promotes inclusion and equality.

When does an organization need to become culturally competent? An organization needs to become culturally competent when there is a problem or crisis, a shared vision, and a desired outcome.

An organization is ready to become culturally competent when groups and potential leaders that will be collaborating have been identified, the needs of the cultural groups are identified, the organization knows what was done before and how it affected the groups involved, and the organization is open to learning and adapting to better fit current needs.

How do you create a culturally competent organization? Indicators of cultural competence: Recognizing the power and influence of culture Understanding how each of our backgrounds affects our responses to others Not assuming that all members of cultural groups share the same beliefs and practices Acknowledging how past experiences affect present interactions Building on the strengths and resources of each culture in an organization Allocating resources for leadership and staff development in the area of cultural awareness, sensitivity, and understanding Actively eliminating prejudice in policies and practices Willing to share power among leaders of different cultural backgrounds Evaluating the organization's cultural competence on a regular basis Cultural differences can either help or hurt the way an organization functions.

Creating multicultural organizations makes us deal with differences and use them to strengthen our efforts. To reach these goals you need a plan for action. If achieving cultural competence is a top-down organizational mandate, some would say it's less likely to happen. But support from the top should be part of it. Getting everyone to "buy in" can be aided with a committee representing all levels in an organization. Such a committee can establish and facilitate the following action steps.

If people at all organizational levels are involved more people are likely to be influenced to become more culturally competent. But, the process can be complicated by the fact that some people don't want to be more culturally sensitive or don't understand why the issue is important; be mindful of these realities as the process ensues. Develop support for change throughout the organization who wants change and who doesn't? Identify the cultural groups to be involved who needs to be involved in the planning, implementation, and reinforcement of the change?

Identify barriers to working with the organization what is currently not working? What will stop you or slow you down? Assess your current level of cultural competence what knowledge, skills, and resources can you build on? Where are the gaps? Identify the resource needed how much funding is required to bring about the change?

Where can you find the resources? Develop goals and implementation steps and deadlines for achieving them who can do what, when, and how?

Commit to an ongoing evaluation of progress measuring outcomes and be willing to respond to change what does progress and success look like? What are the signs that will tell you that the organization is on the right track? How to begin building a multicultural organization Form a committee.

This Cultural Competence Committee CCC within your organization should have representation from policy making, administration, service delivery, and community levels. The committee can serve as the primary governing body for planning, implementing, and evaluating organizational cultural competence. Write a mission statement. Be sure that the mission statement commits to cultural competence as an integral part of all of the organization's activities. The CCC should be involved in developing this statement.

Find out what similar organizations have done and develop partnerships. Don't reinvent the wheel if you don't have to.

  1. Family Factors Many features of family life have a bearing on mental health and mental illness. Minorities of the same SES as whites still used fewer mental health services, despite good access.
  2. For instance, by understanding and accepting many cultures, everyone is more likely to feel more comfortable in general and less likely to feel the urge to look over their shoulders to be sure they are being "appropriate" in majority terms.
  3. Research has not yet determined whether culture-bound syndromes are distinct 1 from established mental disorders, are variants of them, or whether both mental disorders and culture-bound syndromes reflect different ways in which the cultural and social environment interacts with genes to shape illness Chapter 1. So, what kind of community do you envision for yourself?

Other organizations may have already begun the journey toward developing and implementing culturally competent systems. Meet with these organizations, pick their brains, and see if they will continue to work with you to develop your cultural competence.

  1. Young racial and ethnic minority men from such environments are often perceived as being especially prone to violent behavior, and indeed they are disproportionately arrested for violent crimes.
  2. Racial and ethnic divisions result in misunderstandings, loss of opportunities, and sometimes violence.
  3. If we do not learn about the influences that cultural groups have had on our mainstream history and culture, we are all missing out on an accurate view of our society and our communities. If achieving cultural competence is a top-down organizational mandate, some would say it's less likely to happen.
  4. Poverty in the United States has become concentrated in urban areas Herbers, 1986.
  5. Some members of these subgroups have largely acculturated or assimilated into mainstream U.

Then adapt the processes and information that are consistent with your needs to your organization. Do a comprehensive cultural competence assessment of your organization. Determine which instruments best match the needs and interests of your organization. Use the assessment results to develop a long-term plan with measurable goals and objectives to incorporate culturally competent principles, policies, structures, and practices into all aspects of your organization.

Among others, this may include changes in your mission statement, policies, procedures, administration, staffing patterns, service delivery practices, outreach, telecommunications and information dissemination systems, and professional development activities.

Find out which cultural groups exist in your community and if they access community services. What are the cultural, language, racial, and ethnic groups within the area served by your organization? Then find out if these groups access services and if they are satisfied with what they get. Have a brown bag lunch to get your staff involved in discussion and activities about cultural competence. The object of this get-together is to get your staff members to think about their attitudes, misconception of identifying ethnic groups by cultural elements 2 essay, and values related to cultural diversity and cultural competence.

Invite a guest speaker. Ask your personnel about their staff development needs. Find out what your organization's staff members perceive as their staff development needs with regard to interacting with cultural groups in your area.

Assign part of your budget to staff development programming in cultural competence. Analyze your budget to see where there are opportunities for staff development through participation in conferences, workshops, and seminars on cultural competence. Then commit to provide ongoing staff training and support for developing cultural competence.

When you are asking the staff to come together to discuss their attitudes, beliefs, and values related to cultural diversity and competence, consider an outside expert facilitator. The staff members' comments will typically reflect their exposure to other cultures and their prejudices.

Someone might get offended. If hurt feelings, disagreements, or conflicts are unresolved when the meeting is over, the staff members' job performance could be affected. Include cultural competency requirement in job descriptions. Cultural competency requirements should be apparent from the beginning of the hiring process. Discuss the importance of cultural awareness and competency with potential employees. Be sure your facility's location is accessible and respectful of difference. An organization should be certain that the facility's location, hours, and staffing are accessible to disabled people and that the physical appearance of the facility is respectful of different cultural groups.

Be sensitive to the fact that certain seating arrangements or decor might be appropriate or inappropriate depending upon the cultural group.

Be aware of communication differences between cultures. For example, in many racial and ethnic groups, elders are highly respected, so it is important to know how to show respect. Collect resource materials on culturally diverse groups for your staff to use.

There are many free online resources, as well as printed materials. Visit the library and talk with people at similar organizations to learn about resources.

Misconception of Identifying Ethnic Groups by Cultural Elements Essay

Build a network of natural helpers, community "informants," and other "experts. Effective organizations must do strategic outreach and membership development. Your organization should set ground rules that maintain a safe and nurturing atmosphere. And the structure and operating procedures that you set should reinforce equity. For example, create leadership opportunities for everyone, especially people of color and women. Your organization should engage in activities that are culturally sensitive or that directly fight bias and domination by the majority culture.

Before proceeding, your members should complete How to manage the dynamics of building culturally competent organizations Gillian Kaye and Tom Wolff's book, From the Ground Up! Is an excellent source of information about working in diverse organizations.

Misconception of identifying ethnic groups by cultural elements 2 essay

Vision and context It can take time and effort for groups with historically negative relationships to trust each other and begin to work together effectively. A common problem is cultural dominance and insensitivity.

Frequently, people of color find that when they are in the minority in an organization, they are asked to teach others about their culture, or to explain racism and oppression -- rather than everyone taking an active part in educating themselves. In organizations where white people are the majority, people of color may be expected to conform to white standards and to be bicultural and bilingual.

This accommodation takes enormous energy to sustain. Members of a culturally competent organization do not approach fellow members with stereotypical attitudes or generalize about an entire people based on an experience of one person. Involve and include people from all cultures in the process of developing a vision for the organization.

Recruitment and outreach Include diverse groups of people from your community at the organization's inception.

  • The self-correcting features of modern science - new methods, peer review, and openness to scrutiny through publication in professional journals - ensure that as knowledge is developed, it builds on, refines, and often replaces older theories and discoveries;
  • Where are the gaps?
  • Your organization should engage in activities that are culturally sensitive or that directly fight bias and domination by the majority culture;
  • The consequences can be grave - extreme distress, disability, and possibly, suicide - when people with severe mental illness do not receive appropriate treatment;
  • For severe mental illnesses, however, all types are usually essential, as are delivery systems to integrate their services DHHS, 1999.