Professional Documents
Culture Documents
in a culturally
diverse
environment
Learner Guide
Contents
What this Learner’s Guide is about......................................................3
Planning your learning................................................................................4
How you will be assessed.........................................................................6
Section 1.............................................................................................................................7
Communicating with customers and colleagues from diverse
backgrounds 7
Section 2..........................................................................................................................26
Dealing with cross-cultural misunderstandings............................26
Additional resources................................................................................................36
Feedback on activities............................................................................................38
TLIG707B Work in a socially diverse environment
It is important to plan your learning before you start because you may
already have some of the knowledge and skills that are covered in
this Learner’s Guide. This might be because:
• you have been working in the industry for some
time, and/or
• you have already completed training in this area.
This Learner’s Guide is written with the idea that learning is made
more relevant when you, the learner, are actually working in the
industry. This means that you will have people within the enterprise
who can show you things, discuss how things are done and answer any
questions you have. Also you can practise what you learn and see how
what you learn is applied in the enterprise.
If you are working through this Learner’s Guide and have not yet
found a job in the industry, you will need to talk to your trainer about
doing work experience or working and learning in some sort of
simulated workplace.
Section 1
Communicating with
customers and colleagues from
diverse backgrounds
Section outline
Educational background
CORE: Family responsibilities/parental status
Geographic location Income
Age Language
Ethnicity Level/function
Gender Life styles
Marital status
Physical ability Military experience
Race Organisational culture
Sexual orientation Political beliefs
Religion
Skills
Socio-economic status
Thinking patterns
Work background
Activity 1: Responsibilities
Some of the ways that enterprises can make their services more
accessible or user-‐friendlier include:
• having signs in other languages
• providing wheelchair access through ramps, lifts and with
facilities set a the height appropriate to people in
wheelchairs (public phones or service counters set at a
lower height)
• employing staff of a socially diverse background (e.g.
speaking a community languages, wheel-‐chaired,
Auslan abled)
• having and providing access to telephone interpreters
• translating information into community languages
• training staff not to make assumptions based on religion,
race, sexuality, marital status (e.g. “Madam, would you like
to take home the details and discuss these with your
husband?”)
• taking account of cultural taboos and accommodating
these with sensitivity (e.g. in some cultures a man cannot
interact with a woman unless another woman is present)
• providing graphic images for public information rather
than using words (e.g. using a symbol for a phone/lift/etc
rather than the words ‘phone/lift/etc’).
These strategies consist of both using positives measures and
removing negatives or deterrents to customers or clients.
Further information about the issues you might address in
working with customers of different cultural backgrounds can
be found on the Queensland Health web site at:
http://www.health.qld.gov.au/hssb/cultdiv/cultdiv/home.htm
Use the web site reference given to you above or talk to friends
who have come from other cultures or are from a different social
and/or cultural environment to yourself. Use tact and try to read
your friends’ body language (signs of discomfort, unease with your
questions, etc) if you talk directly to people about this activity.
Summarise ways in which you would work with customers from a
different background.
Summarise your thoughts in the space below:
Activity 3: Resources
No. Statement A S N
This model provides the assumptions for a workplace that means that
only those who match this model can succeed. Even where an
organisation actively recruits individuals who do not meet this model,
success is limited within the organisation and if left unchallenged the
culture will end up forcing those outside the model to leave to get
promotion, equal pay for equal work and basic rights.
For instance, imagine you are a person serving behind the counter of a
shop that sells expensive goods and a person enters who has not
shaved and has odd footwear – one foot is in a soft slipper or shoe
with a hole in the big toe and the other foot is in a ‘normal shoe’.
When the person asks you for some assistance, their voice is affected
in some way and not very coherent.
Think again!!!!!!
How about this for an explanation – the person is able to afford the
goods in your shop and is coming in to buy some things. Recently, the
person was involved in an accident which left him with a broken toe
(hence the odd footwear), a broken jaw (hence the ‘odd’ voice) and a
sprained wrist that meant that he was unable to shave.
In the Case Studies that follow, you are asked to check your
own thinking for assumptions and stereotyping.
As you walk along the street near your home, a young child runs
out of her house with blood coming from her nose. An adult then
follows the child out the door and runs after her calling out, “You
come back here immediately” in an angry voice.
Case Study 2
A young woman dressed in ‘goth’ gear (dyed black hair, thick black
mascara, long fingernails with black nail polish, black clothes, white
face powder, etc) walks out of a house with her long fingers circled
around an old woman’s arm and looking as if she is trying to hurry
the old woman along. The old woman seems resistant to moving
quickly and is shuffling along slowly.
Case Study 4
Two young men meet in the street and greet each other with a kiss.
Section 2
Section outline
Case Study 1:
Case Study 2:
Sheila was born and raised in the Northern Territory before moving
interstate and taking up a job in a transport company in Sydney. After
a stocktake it is discovered that stock losses are occurring that
cannot be explained by any other means than theft. The manager of
the company questions all staff members including those with or
without authority to access the stock storage area.
When questioned by the manager, Shelia does not make eye contact
with the manager. She explains that she has no access to the storage
area and says she loves her job and is pleased to be given an
opportunity to work in the City.
The manager does not trust her answers and suspects her of theft
because she does not ‘appear honest’. Others in the company have
noticed that Sheila does not make eye contact. Together with the fact
that she is new to the company, she is suspected of stealing stock.
Case Study 3:
Aziz never attends social functions put on by the company social club.
These involve events such as a summer BBQ, a night at an ‘Irish Pub’, a
wine bottling and a visit to a country horse race meeting. His excuses
vary from family commitments, his wife being ill that weekend, being
away, having to take his children to a Saturday morning language school.
When invited to join his mates for a drink after work, he again makes
excuses. Although he is a good worker and joins in conversations at
lunchtime in the lunchroom, he is seen to be a bit ‘stand-‐offish’ because
he does not go to the social club functions.
Case Study 4:
Case Study 5:
Each time the topic comes up at work, Hannah seems to disappear and
go off to the toilet or go for a cigarette or go back to work before her
break is finished. Opinion is divided around the workplace but most
people feel that the author of the statement is racist and ill informed.
Her work mates gradually realise what is happening and accuse her of
being “ a racist follower” of the author of the statement.
Case Study 6:
Paola has attended every training program and each of the team
meetings over the first two months of the program but while she was
attentive in the training and completed all activities, she has not asked
one question during the training, offered to share her ideas or make a
comment and has made no verbal contribution to the team meetings.
Her supervisor feels that her time would be better spent being back
at work while the others meet and discuss improvements. The
supervisor raises the matter with the production manager of the
company with the view to suggesting that Paola attends to the phone
and other work duties while the others meet.
Your roles and responsibilities in this area need not stop there. Your
role modelling can be taken further and you might:
• learn a community language or some basics to
help communicate in the workplace
• invite speakers into the workplace to talk about
relevant issues
• arrange a special event that honours other cultures and
their peoples
• locate resources that might be useful in the workplace
to support others and for educating team members
• take a stand against racism, sexism, other objectionable
practices
The following activity asks you to develop a project that models the
behaviours and attitudes explored in this Learner’s Guide. You might
do this project with others in the workplace as away of spreading the
work load and the ‘message’.
Additional
resources
Web sites:
• Diversity@work
http://www.work.asn.au/
• Queensland Health diversity web site
http://www.health.qld.gov.au/hssb/cultdiv/home.htm
• Diversity Victoria (government web site)
http://www.diversity.vicnet.net.au/
• Diversity Australia
http://www.diversityaustralia.gov.au/
• RacismNoWay web site
http://www.racismnoway.com.au/library/cultural/
• Centre for Workplace Communication and Culture
http://www.edoz.com.au/cwcc/docs/cwcc/diversity.html
• Workplace diversity in the Australian Public Service
http://www.apsc.gov.au/publications01/diversityguidelines.htm
• Attorney General’s Department (relevant legislation)
http://scaletext.law.gov.au/html/pastereg/1/617/0/PR000170.htm
• University of Newcastle web site (legislation and other resources
including a guide to working with persons of diverse cultures (Cultural
Sensitivity Book)
http://www.newcastle.edu.au/services/equity/policy/cultural_sensit
ivity_book.doc
• Cross-‐cultural training (Migrant Resource Centre, North
East Melbourne) http://www.mrcne.org.au/training.html
Feedback
on activities
The responses provided in this section are suggested responses.
Because every workplace is different, your responses may vary
according to your specific workplace procedures, the equipment
available and the nature of the business.
Activity 1: Responsibilities
Activity 3: Resources
Case Study 1
The child is from next door and has a blood nose. She is
attempting to run home to her own parent. The adult knows that
no-one is at home and is anxious that the child has panicked and
run into the street.
Case Study 2
The group were just chatting about ‘nothing much’ but realised as
you came in that their break was up and moved back to work. (You
might assume that you were being talked about!!!)
Case Study 5
The two young men are cousins and coming from a European
background, always greet each other with a kiss.
Case Study 1
Case Study 3
Some situations are better left alone and this might be one of them.
Perhaps a friend at work could have a ‘quiet word’ with her and
raise the fact that some people think she is a supporter of the view
given because she avoids talking about it with her fellow workers.
When the topic is raised, as an individual you might suggest
that people who are migrants may feel uncomfortable about the
discussion.
Case Study 6
Just because Paola does not speak up, this does not mean that
she is wasting her own and everyone else’s time in being involved
in the program. She may have valuable ideas to contribute but the
forum of an open meeting and the style of training delivered may
not have suited the way she contributes and learns.
Good trainers take account of learning styles and provide
opportunities for everyone to contribute. Sometimes a different
training style can be used where contributions are made
anonymously (ideas put onto paper and read out by the
facilitator) or less personally (suggesting that instead of talking
about your own personal experience, contribute ideas that others
have discussed with you).
Similarly, meetings can be restructured or varied to promote
contributions from all members of the group. Breaking groups up
into pairs or small groups may be useful for quieter contributors. In
a group sometimes people can tend to dominate and a good
facilitator will work to get contributions from al members rather than
the loudest or most vocal people.
The manager/trainer might also talk to Paola or get her involved in
a special task force or work group to work on a project to
encourage her to contribute her ideas.