Addressing Stereotype Threat is Critical to Diversity and Inclusion in Organizational Psychology

In my opi­ni­on, as nego­tia­tor we must know that we meet all types of peop­le from many dif­fe­ren­ce cul­tu­res, it is a com­mon sen­se that we must learn or adapt from others’ cul­tu­re and not jud­ge the book by its cover. He should adopt the Chi­ne­se met­hod of nego­tia­ti­on, whi­le his Chi­ne­se par­tner also thinks that to avo­id misun­ders­tan­dings he should adopt the Ame­ri­can cul­tu­re of nego­tia­ti­on. That could tan­gle up the nego­tia­tors, and could be per­ce­i­ved by each nego­tia­tor as a refu­sal to nego­tia­te from the other part, don’t unders­tan­ding that his coun­ter­part wants to beha­ve like him to faci­li­ta­te the nego­tia­ti­ons. If we see per­cep­ti­ons fil­te­red through lay­ers of per­so­nal traits, fami­ly and cul­tu­ral traits eve­ryt­hing we com­mu­ni­ca­te is affect by each one of the­se lay­ers. Still though its up to the “color” each indi­vi­du­al emits and this can be much dif­fe­rent from what we belie­ve it should emit. Ins­te­ad of rely­ing on ste­re­oty­pes, you should try to focus on prototypes—cultural ave­ra­ges on dimen­si­ons of beha­vi­or or values. 

  • Ibram X. Ken­di, aut­hor of Stam­ped from the Begin­ning and How to Be an Anti­ra­cist sug­gests these. 
  • For exam­ple, onbo­ar­ding prog­rams can imple­ment reatt­ri­bu­ti­on trai­ning and belo­n­ging­ness inter­ven­ti­ons and a few exam­ples were provided. 
  • That is, if an eva­lu­ati­on is con­duc­ted by more than one super­vi­sor and focu­ses on beha­vi­ors and quan­ti­ta­ti­ve met­rics of per­for­man­ce, eva­lu­ati­ons may be less bia­sed and may not evo­ke thre­at (Aus­tin and Vil­la­no­va, 1992; Bom­mer et al., 1995). 
  • We con­duc­ted a second expe­ri­ment to see if expres­si­ons of anger from Black women acti­va­ted the angry Black woman ste­re­oty­pe in the minds of peop­le obser­ving her. 

A stu­dy sho­wed that men per­for­med wor­se when deco­ding non-ver­bal cues if the test was desc­ri­bed as desig­ned to mea­su­re “social sen­si­ti­vi­ty” – a ste­re­oty­pi­cal­ly femi­ni­ne skill. Howe­ver, when the task was intro­du­ced as an “infor­ma­ti­on pro­ces­sing test”, they did much better. 

Inter­ven­ti­ons deve­lo­ped based on anec­do­tal evi­den­ce or intu­iti­on may back­fi­re and cre­a­te more thre­at (e.g., Dweck, 1999; Schne­i­der et al., 1996). Rese­arch is still under­way to add­ress how timing affects inter­ven­ti­on effec­ti­ve­ness (Cohen et al., 2012). Inter­ven­ti­ons that focus on ear­ly sta­ges (e.g., onbo­ar­ding) ser­ve a pre­ven­ti­on func­ti­on to inter­ve­ne befo­re the onset of ste­re­oty­pe thre­at, for exam­ple when emplo­y­ees are still deve­lo­ping the­ir ini­tial per­cep­ti­ons of the workp­la­ce. Inter­ven­ti­ons may be imple­men­ted after a prob­lem has alre­a­dy been iden­ti­fied and can dis­rupt the down­ward spi­ral, for exam­ple after a mer­ger or during a mid-quar­ter prog­ress mee­ting (Cohen et al., 2012). 

thoughts on “Overcoming Cultural Stereotypes” 

The­se emo­ti­ons inc­lu­de fee­ling over­whel­med, ner­vous, anxi­ous, wor­ried, dating swe­dish women and fear­ful, which ini­tia­te phy­si­olo­gi­cal arou­sal like cog­ni­ti­ve app­rai­sals (Chen and Matt­he­ws, 2003; Blas­co­vich et al., 2004a). Mana­ge­ment sets the beha­vi­or stan­dards through the­ir words and acti­ons, along with poli­cies and pro­ce­du­res. A busi­ness must pay atten­ti­on to the pre­sen­ce of ste­re­oty­pes in its orga­ni­za­ti­on if it is to be suc­cess­ful and retain its most pro­duc­ti­ve, kno­wled­ge­ab­le emplo­y­ees. Ste­re­oty­pes can lead peop­le to make deci­si­ons about cowor­kers, mana­gers and cus­to­mers with litt­le or no infor­ma­ti­on about the person. 

Associated Data 

Japa­ne­se com­pa­nies have uni­que cul­tu­ral, com­mu­ni­ca­ti­on, and ope­ra­ti­onal chal­len­ges. Check out this semi­nar to hear how the­se valu­es help earn trust from over­se­as head offi­ces and deve­lop employees. 

The con­tent and orga­ni­za­ti­on of our review on the ante­ce­dents and con­se­qu­en­ces of ste­re­oty­pe thre­at in the workp­la­ce is simi­lar to pre­vi­ous work (see Kray and Shi­ra­ko, 2012; Kalo­ke­ri­nos et al., 2014). We com­ple­te the review by desc­ri­bing seve­ral ins­ti­tu­ti­onal and indi­vi­du­al level inter­ven­ti­ons that are brief, easi­ly imple­men­tab­le, have been field tes­ted, and are low-cost . We pro­vi­de recom­men­da­ti­ons for prac­ti­ti­oners to con­si­der how to imple­ment the inter­ven­ti­ons in the workp­la­ce. In conc­lu­si­on, cul­tu­ral dif­fe­ren­ces are pre­sent in the workp­la­ce in spi­te of the impacts of glo­ba­li­za­ti­on. Ste­re­oty­pes are one of the pri­ma­ry con­se­qu­en­ces of cul­tu­ral dis­pa­ri­ties in the workp­la­ce. Ste­re­oty­ping cau­ses mis­com­mu­ni­ca­ti­on and is a thre­at to emplo­y­ees‘ per­for­man­ce. It is, the­re­fo­re, vital to ack­no­wled­ge diver­si­ty, app­re­cia­te peop­le­’s cul­tu­res, and work towards enhan­cing inter­cul­tu­ral relations. 

They didn’t know what else to do, but to hope that she would be all right. When peop­le in the com­mu­ni­ty heard about it, they repe­a­ted the sto­ry in a gen­tle, humo­rous way. The city has the bene­fit of a may­or who has been a power­ful advo­ca­te post‑9/​11 for a uni­fied New York that res­pects and sup­ports diver­si­ty, says Shama. 

Have you ever expe­rien­ced or wit­nes­sed what you thought was disc­ri­mi­na­ti­on? Dis­cus­si­ons https://​bth​.co​.id/​g​e​r​m​a​n​-​w​o​m​e​n​-​h​o​w​-​s​h​o​u​l​d​-​y​o​u​-​b​u​i​l​d​-​r​e​l​a​t​i​o​n​s​h​i​p​s​-​w​i​t​h​-​t​h​em/ about ste­re­oty­pes, pre­ju­di­ce, racism, and disc­ri­mi­na­ti­on are unsett­ling to some.