Why Are They So Loud? - Conflicts in Cultural Context – April 18

This workshop uses the Intercultural Conflict Styles Inventory (ICS) developed by Mitch Hammer. According to Hammer, “ICS is the leading, cross-culturally valid assessment tool for identifying core approaches to improving communication, resolving conflicts, and solving problems across cultural differences.” As a community seeking to be inclusive, understanding the cultural context of inevitable communication conflicts is very important. The Cedar Rapids-Iowa City corridor is becoming increasingly culturally diverse. This underscores the importance of public and private organizations, businesses, and indeed individuals seriously considering how generalizable cultural patterns of American subcultures and global cultures affect inclusive efforts of workplaces, organizations including religious and non-profits, and neighborhoods.

This program will be held in-person from 1-3 p.m., Thursday April 18, 2024, at the East Side Education Center, 2401 Scott Blvd. SE. To register, visit this link.

About the presenter

Sunday Goshit is the Fleet and Facilities Manager and Diversity, Equity, Inclusion, and Belonging Officer for Systems Unlimited Inc. He obtained a Ph.D. in Physical Geography with specialization in Climatology from the University of Iowa. Goshit developed an interest in Intercultural Communication from his experiences in adjusting to US culture having moved from Nigeria with a family of six as a graduate student. Goshit is a Qualified Administrator of the Intercultural Development Inventory and Intercultural Conflict Styles Inventory. He has facilitated numerous training sessions with UI International Programs, Systems Unlimited, Culture Friendly Consulting, Kirkwood Community College, and ICCompassion. Goshit currently serves on the Boards of the Iowa City Foreign Relations Council and the African Communities Network of Iowa, and is President of the Board of Directors of ICCompassion.

The Indian Caste System in the U.S.: A Cross-Cultural Exploration – May 16

In 2023, amidst significant controversy, Seattle and Fresno made history by enacting the first U.S. laws against caste discrimination. This development coincides with the Indian American population's 150 percent growth since 2000, the largest and fastest-growing Asian American group. Grasping the caste system's deep roots in Indian society is vital, as it influences the wider South Asian community. Perceptions of the impact of caste can lead to internal divisions, affecting workplace environments and community unity. This session is essential for those engaging with these communities to gain insights into navigating these complex cultural dynamics.

This program will be held over Zoom from 12-1 p.m. on Thursday, May 16, 2024. Visit this link to register.

 About the presenter

Sarika Bhakta was born in Gujarat, India, and raised in the American Midwest. Adjusting to the American culture was extremely challenging for Bhakta. This inspired her life's legacy to empower people to live and lead authentically by leveraging their unique diversity, as a value differentiator, to deliver innovative results. Bhakta's work as Founder & President of Nikeya (nic-kay-uh) Diversity Consulting has earned her recognition as a thought leader in the field of diversity, equity, inclusion, accessibility, and engagement. She focuses on bringing the diversity pendulum back into balance and transforming the way companies approach fostering innovative cultures, leveraging her expertise to deliver global excellence.

It can be difficult to pinpoint why some DEI efforts fail. However, there are valid critiques concerning DEI efforts that, when addressed, can inspire solutions to allow DEI departments and employees to work more effectively. Janice Gassam Asare, a DEI strategist, explores five critiques of the DEI field and their solutions are addressed. 

1. Lack of institutional power. Implementing real change becomes an issue from the start due to the lack of resources given to DEI leaders and, if they’re lucky enough to have them, their teams. Often, DEI leaders are faced with numerous obstacles, such as going through HR or other departments, along the way to implementing change rather than being trusted with the authority to do so independently. DEI leaders should be provided with a qualified team and reliable resources that allow them to make organization-wide change.
2. No accountability. Typically, there are good intentions behind implementing a DEI program. However, Asare reminds us, it can also be a way to “virtue signal and convince the public that DEI is something that is valued.” When this is the case, DEI becomes performative. To avoid this, people of power need to be held accountable and there need to be equal standards addressing expectations as well as repercussions.
3. Surface-level DEI initiatives. While cultural and educational programs are an important part of DEI initiatives, there needs to be more focus on implementing systemic change. In her article, Asare states that ideally, “DEI would never be reactionary.” The efforts of a DEI team are not to save face in times of public scrutiny, but rather to be proactive by addressing systemic issues at the root and providing tools on how to address and report inequities to stop them from happening again.
4. Refusal to address systemic issues. When it comes to talking about what matters in the workplace, DEI teams are limited to what they can address. In many work environments, topics about race have been made off-limits, but these topics are often intertwined with other workplace issues. It is essential to address systemic issues head-on in order to bring about change. These issues can be addressed by allowing a neutral party to observe and report, implementing a zero-tolerance policy, and getting employee feedback.
5. Upholding the status quo. When DEI leaders put their own comfort above their responsibility to engage in difficult conversations and topics, it perpetuates oppressive systems and behaviors in the workplace. If DEI work is ever to generate real change, the ones engaging in the work need to challenge the norm by consistently pushing for systemic change and being held accountable by their team to do so.

Viana Qadoura

“Social justice is rooted in our spirituality as Muslims. Humankind are custodians of this world, divinely entrusted with the duty to always stand on the side of the oppressed and speak truth to power. Islam does not permit one to be a bystander to any form of injustice; one is morally obligated to do everything in one's power to eradicate oppression.

Experiencing bigotry at a young age shortly after moving to the USA (and raising my own children in a country where their childhood and innocence was threatened by those who thought of themselves as superiors) made me stand at the forefront to dismantle decades of bigotry and misconception. This led me to notice all those around us with underserved voices. Advocacy and my identity became inseparable. My goal was set to focus on helping others to ensure that they aren't forgotten and that their rights are exercised.

Learning of the Human Rights Commission through their annual youth award ceremony and the RESJ Grant opportunity, their mission (which is focused on promoting the goal of non-discrimination and equal opportunity for all) made me see potential in working with commissioners with like-minded principles that will tirelessly advocate for human and civil rights.”

Dr. Liz Mendez-Shannon, MSW

“I am excited to join the Human Rights Commission in Iowa City, bringing a unique perspective as a Latina immigrant from Ecuador. My journey, marked by being the first in my family to complete high school, college, graduate school, and a Ph.D., reflects my dedication to education and community empowerment.

My experiences have fueled my passion for diversity, equity, and inclusion. This commitment is not just professional, but deeply personal, shaped by my own challenges and triumphs in bridging cultures. In my career, I have consistently worked towards creating inclusive environments where diverse voices are heard and valued.

Joining the Commission is a continuation of my life's work. I aim to advocate for policies that celebrate diversity and ensure equal opportunities for all in Iowa City. I am eager to contribute my insights and energy to the Commission, striving to make a positive impact on our community.

Serving on the Commission is an honor, and I look forward to collaborating with fellow members and residents to enhance the vibrant fabric of our city.”

Implementing inclusion into the workspace starts with your mindset. Implementing inclusion acts as a chain effect that, when given time, works its way from individual to team until it reaches company-wide. Forbes author Nika White shares how to achieve this mindset in “Four Ways To Build Inclusion As a Mindset for You and Your Organization.”

Focus internally first. White mentions that change starts within, and when we embrace this change, we are likely to influence those around us. An inclusive mindset allows you to acknowledge barriers you may have placed, knowingly or unknowingly, between yourself and those who appear different. It also allows you to be curious again. You can strengthen your mindset by expressing interest in those around you and by asking questions about experiences and backgrounds that differ from your own. 

Implement tools that disrupt bias. By building an inclusion mindset you allow the people around you to follow by example. “According to a Royal Academy of Engineering report from 2017, employees who felt they were included were more likely to understand business priorities, be more innovative, speak up about mistakes and concerns and be more loyal to a company and invested in its success.”

Be aware of perception. It’s important to be inclusive in all company efforts. Some examples of inclusivity are using gender neutral terms in job postings, using people of varying demographics for representation in company visuals, and by partnering with other companies that consciously promote inclusivity.  

Look within your organization. It is valuable to invite employees to provide feedback on their experience with inclusivity in the workplace. “Inviting feedback and responding with a growth mindset can make all the difference between paying lip service to the idea of inclusion and practicing it in action.” says Ruchika Tulshyan in An Inclusion Mindset Takes Work. Here’s How to Develop One. Gauging your company's performance on inclusivity can also be done by considering the demographic of your leadership team.

With time and perseverance, a company-wide mindset of inclusivity where every employee feels valued, respected, and supported is possible. The work starts on an individual level and grows from there. By being open to a growth mindset you set yourself, your team, and your company up for success.