The issue of diversity
has many dimensions. At its core, however, is the ability of
different racial, ethnic and cultural groups to both understand
each other's unique experiences. The problem is particularly
difficult from the point of view of the dominant culture -- i.e.,
white America -- if only because so many white Americans have
had so few close, personal experiences with many ethnic minorities,
particularly African-Americans.
This article is a vivid portrayal of what
it can be like to be an African-American manager in an American
corporation. It is written in the form of a fictional letter
from a black manager to a white boss. It is based on the authors'
interviews with hundreds of mid-to senior level black managers,
as well as long years of personal experience.
An important point the authors make is
that although African-Americans might perform the same work as
their white counterparts, the African-American manager must contend
with an atmosphere of tension, instability, and distrust which
can be extremely frustrating. This can be such a negative experience
that the managers may lose their desire to fully contribute.
In some cases, they may drop out althogether. Caver
and Livers refer to this noxious environment as a "miasma".
For example, the authors discuss the situation
of an African-American newly hired as a Director of Strategic
Planning. At his introductory meeting he was barraged with questions
related to diversity, instead of being consulted in areas of
his expertise, new HR initiatives. The
letter goes on to state" I've been made to feel that my
white colleagues and bosses don't see my talents and accomplishments;
they see only the color of my skin."
The authors suggest another serious problem:
the belief that some who hire African-Americans begin that relationship
with the preconceived idea that they will more likely fail in
their position compared with their white counterparts. "How
can we possibly succeed in an environment where our new bosses
have already thought about what is going to happen when they
have to fire us?'
The preconceived notions about African-American
involvement in corporate America all tend to reinforce the "miasma."
This may explain why the turnover rate for black employees is
considerably higher than for whites.
The authors provide some suggestions. Research
shows that mentoring is especially important for blacks. The
authors are blunt:
Consider mentoring me, even if I don't
look like you.
They suggest that white managers should
support the black employees when they do well, and also when
they make mistakes. This, of course, is critical to any person's
development, regardless of race. But since true mentoring requires
a personal commitment to the success of the mentored individual,
it takes an exceptional amount of insight for the white manager
to overcome any preconceived ideas he or she might harbor with
respect to the African-American counterpart.
The authors also suggest establishing dialogues
among diverse groups in the workplace, and in building awareness
with respect to how each group feels. They refer to these groups
as "learning circles." The authors suggest that this
letter is one way to begin such conversation.
This would be an extremely valuable article
to distribute at HR training sessions, or even at sensitivity
training sessions at a workplace. It is extremely interesting,
easy to read and understand, and makes some hard-to-forget points
about what it is like to be a minority in management.