The workplace is becoming more racially diverse, thanks to affirmative action and increased educational opportunities for minorities. Unfortunately, racial tensions often manifest themselves. These can disrupt working relationships, slow down productivity, dampen motivation, alienate clients and customers, and even invite legal action.
When racism erupts, managers tend to make some common mistakes, like:
- Setting ultimatums. “Some managers simply say, ‘You two will work together or else,’ ” says Maudine Cooper, staff director for the District of Columbia government mayor, Washington, DC. “This approach only makes matters worse.” Forcing a relationship does not change people’s feelings, which are at the root of the problem. As long as they continue to harbor the hatred or mistrust or whatever it is they feel, the problem will tend to persist.
- Automatically taking sides. Some managers blame the person who is not of their own race, without bothering to find out exactly what is going on. Others automatically take the side of the minority person, on the assumption that minorities are always the ones discriminated against. Neither practice is fair.
- Ignoring, downplaying or making light of the problem. Not every minor incident warrants a major conference. But it is important to note what has happened and to let the individuals involved know that you are aware of it. In the case of a serious incident, it is shortsighted, unrealistic and also dangerous to ignore it in hopes that it will go away by itself.
“Sometimes a manager will make light of an incident or even joke about it,” comments George Davis, a human resources consultant and co-author with Gregg Watson of Black Life in Corporate America. “An incident that seems inconsequential to the manager may have had a major impact on one of the people involved.”
He adds that when employees feel that their manager does not take their problems seriously, they may express their resentment through passive-aggressive tactics, causing productivity and morale to suffer.
- Overreacting. “Some managers go to extremes and actually fire people, take disciplinary action or transfer employees to other departments or offices” explains Davis. “Ultimately, this creates more problems than it solves.”
Adds Cooper: “The manager may wind up with a group all of one race and that broadcasts the message that people of other races need not apply. It may also bring an individual discrimination suit.” According to Cooper, these suits—where one person within an organization, rather than the employer, is sued—are currently on the rise.
Suggestions for Handling Flare-ups
- Call in a counselor. Many large organizations have people on staff who are trained to deal with racial issues in a sensitive and objective manner. “The counselor should meet with both parties, even if only one is obviously at fault,” stresses Cooper. Contact your human resources department and ask if someone can sit down with the individuals involved to help them work things out.
- Use outside training programs. Seminars are a second choice, since they cannot provide the same individualized attention and lack an insider’s understanding of your organization. But, if there is no one internally, your employees may benefit from one of the many seminars designed to teach skills for working together harmoniously.
- Provide incentives. “It is difficult to change people’s prejudices,” says Cooper. “But you can get them to change the way they act.” One sound way, she says, is to include evaluations of EEO compliance in supervisors’ performance reviews.
Observation: As a leader, your own sensitivity in dealing with people of other races is bound to filter down to your employees. “Make an effort to understand the social forces that motivate and inspire employees of other races,” advises Davis.
There are plenty of ways to find out about other people: periodicals aimed at specific groups, books, plays, films, dance. Adds Davis: “It’s essential to deepen your understanding of issues important to each culture so that you can better appreciate your employees‘ needs and sensitivities.”
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