I have gotten some very differing responses so far to my reflections on the Shirley Sherrod case:
1) You have to “dumb down” the recommendations.
2) You need to give examples.
3) You need to talk about this! It’s much harder to put in writing.
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I encourage each reader to think about point 1 and 2 of the recommendations noted. Step 1 invites us to begin to have a “real” conversation. Point 2 shows how.
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Is it opinion to say that “it’s hard?” I hope not. We all come to this conversation in such different places, especially in most U.S. work settings. Given that, I think it is very difficult to genuinely:
**Acknowledge the historic legacy of oppression (in this case on the basis of race/ethnicity) at four interlocking levels (Step 1). I invite those who are committed to this journey to begin by examining the levels and thinking about the questions below (even if you think you have already “been there, done this?). I include some continued reflections on the Sherrod case AND I encourage you to use your own examples.
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Personal – attitudes, beliefs, values, thought and expressed, verbally, non-verbally
- What have a “caught” and/or been taught (or not taught) about cultural differences? How does this impact how I work with my colleagues?
- How come the USDA director (or someone on staff) felt the need to act so quickly? What might be going on personally that led to such quick behavior?
Interpersonal – behaviors, interactions between people
- How does my tone and approach communicate culturally? What might I miss about my “impact” given that I know my intentions are good? How does this play out in perceived “safety” in my work place, community, family, etc?
- The speed of the USDA’s behavior is offered as an example and also of the interlocking nature, in this case.
Institutional – roles, policies, practices; who controls media?
- How does our organization/group favor those with historic power? Why is this important in our organization?
- What are the policies and practices that facilitate honest dialogue about differences within the U.S. government? Chris Edley noted on CNN recently that this was a miss when he worked in the Carter and Clinton administration. We surely see this in the U.S. senate. A recent article in Diversity, Inc. pointed out the lack of diversity among this critical element of government. The examples go on. It’s best to think in your context.
Cultural – who determines what is considered “right and beautiful?”; who controls media images?
- How does our organization/system support those with historic advantage? Whose cultural group norms are seen as normative in most U.S. settings? What does it take to change this view?
- How does our culture begin to shed a light on ALL U.S. citizens who are willing to acknowledge their need for addressing racism? Is it easier to hear this from Ms. Sherrod, than from say, Former President Jimmy Carter or Former State Representative Cynthia McKinney? How do we begin to hear and value the pain and the possibility and need for redemption for us all?
- Simply, how do we address anger effectively in our country, at the cultural level?
How do these levels interact in my experience (pick one setting)?
*Step 2 is the critical how for effective reflection and on-going group understanding and problem solving for the awareness’s that begin to come as groups wrestle with the impacts of power imbalances and the process of change that is indicated. This step compels us to
Acknowledge differences in our perspectives that may be based on our role in a given social system. Let go of defensiveness. Learn to “agree to disagree” and stay in dialogue.
What are examples that come to mind at any level or levels?
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Filed under: Valerie Batts, cultural issues, race, racial issues, take action, USDA
