Creating Cultural Inclusion: Moving Beyond Surface-Level Efforts

As a DEI consultant in Australia, the lack of attention and focus placed on cultural differences and racism continues to astound me. As an example, TAFE institutes in Victoria (Technical and Further Education) have seen an explosion in the diversity of their students as a result of the free TAFE program. Much of this diversity is ethnic and cultural diversity, so you would assume then that teachers have been upskilled in different communication styles and cultural influences to match this change in demographic……?? I’m afraid this is not the case across this or other sectors in Australia. Too often cultural inclusion takes a back seat.

The Common Pitfall: Superficial Gestures

Something we regularly see is the reliance on superficial gestures to celebrate cultural differences. Consider the annual “Harmony Day” events where employees are encouraged to showcase traditional foods or wear cultural attire and celebrate in our “harmony” as a country. The reality is that the day is actually “International day for the Elimination of Racial Discrimination”, our Government tried to make it a celebration of our successful multiculturalism by changing it’s name but the result was an annual missed opportunity to talk about racism and what we can do to actively address it.

Why Superficial Efforts Fail

Superficial initiatives like Harmony Day can inadvertently reinforce stereotypes and trivialize cultural identities. These efforts often miss the deeper nuances of genuine cultural appreciation. Employees might feel that their cultures are being showcased merely for decoration rather than being truly understood, valued and respected.

For example, a company I worked with held a “Global Potluck” every year. While employees from various cultural backgrounds enjoyed sharing their traditional dishes, many felt that these events were more about spectacle than substantive inclusion. One employee remarked, “It’s great to see the food, but it feels like we’re just a novelty rather than part of the team.”

Moving Beyond Surface-Level Efforts

To truly celebrate and value cultural differences, organizations need to go beyond token gestures and engage in deeper, sustained efforts. Here’s some suggestions for how:

1. Facilitate Ongoing Cultural Competency Training

Continuous learning is crucial for developing intercultural competency – what we actually need to achieve as opposed to Harmony. Regular workshops, training sessions, and open dialogues about cultural differences can help employees build genuine understanding and respect. According to an article I was recently directed to by Milton Bennett (2004), developing intercultural competence involves a gradual shift from ethnocentric (believing that your culture is better than all others) to ethnorelative perspectives (meaning that you have an appreciation of your own culture as well as others, and you don’t place one over the other). This shift requires an ongoing commitment to learning and adapting to diverse cultural contexts.

For example, a client of mine implemented a series of monthly “Culture Conversations” led by employees from various cultural backgrounds. These sessions provided a platform for continuous learning and allowed employees to share their experiences and insights. This approach not only educated the staff but also fostered a sense of community and respect.

2. Integrate DEI into Core Values and Practices

DEI should be deeply embedded in an organisation’s core values and daily operations. This includes revising policies, recruitment practices, and promotion criteria to ensure they are equitable and inclusive. As Bennett (2004) emphasizes, true intercultural competence requires integrating cultural understanding into every aspect of an organisation’s operations.

3. Create an Inclusive Environment

Fostering an inclusive environment goes beyond acknowledging cultural differences; it involves making every employee feel valued and respected. Encourage open dialogue, create safe spaces for sharing, ensure diverse perspectives inform decision making and have clear processes for making complaints if necessary.?

4. Recognise and value cultural and linguistic differences

We must recognise that cultural backgrounds shape how we communicate. Instead of expecting everyone to adopt a single communication style, we should value the differences. Our cultures influence everything from body language to conversation norms. By appreciating these varied communication styles, we create more inclusive and innovative environments. This approach leads to better understanding, stronger relationships, and more effective collaboration across cultural lines.

Conclusion: The Path to Genuine Inclusion

Creating work environments that are interculturally competent requires more than just some multicultural lunch days. Australia workplaces must bring a much higher level of sophistication to our work around cultural diversity.

References:

Bennett, M. J. (2004). Becoming interculturally competent. In J.S. Wurzel (Ed.), Toward multiculturalism: A reader in multicultural education. Newton, MA: Intercultural Resource Corporation.

Bennett, M. J. (2004). Discovering the Sequence of Development. Intercultural Development Research Institute. Retrieved from www.intercultural.org