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A working knowledge of multicultural diversity is missing in most organizations and institutions. Because of this, many people are handicapped as contributors. Individual, as well as general, creativity and productivity is stifled. One image for multicultural work is the melting-pot image of assimilation. In the United States and other countries where white, northwestern European heritage has been dominant, this has held sway as the way to incorporate people into the workforce. This is no longer practical. Assimilation gives permission for intolerance through implying that there is one way to think and to act. The white, northwestern European standard of U.S. culture, which the melting-pot image holds as normal, does not fit people of other cultures in the United States or elsewhere.

A second common image for handling diversity is the separation into parallel towers, where cultures do not mix. Generally, the main culture of a specific country is dominant, with little attempt to integrate a common vision of working together with a mutual spirit. International corporations can no longer afford to lose the productivity and innovation of workers whose diverse ways and work-styles are unrecognized and unappreciated.

Whether images of assimilation are the goal or images of parallel towers are present, one group of people is set above another. Whomever carries cultural dominance needs more understanding about what it is like for people who live in two worlds--one based on his or her particular heritage, the other based on expectations to be subservient or lesser when moving into the workplace. Here, initiative and creativity are stifled.

When moving to valuing multicultural diversity we need to simultaneously recognize the need for the affirmation of everyone for the differences they bring, as well as the changes in perspective needed from those who represent the dominant culture. The focus needs to be removed from those who are seen as the other for being the problem, to supporting all peoples on their life journey within their own cultural experience and that of a work environment.

In the case of white people moving into and among differing cultures, there is a need to identify with whiteness as a diversity. White people do this more easily as they separate whiteness from the dominance of white culture and move on their journey to understanding the benefits and costs of being white. It means looking at one's thoughts, actions, and values, and making changes as needed to accept and value differences.

People of all races and cultures work best when they feel valued.


People feel most valued when they believe that their individual and group differences have been recognized.


Increasing one's comfort and ability to deal with differences is a key factor in enhancing self-empowerment.


When people feel valued and empowered, they work together interdependently and collaboratively.

The vision of this work builds on the best that our world is about, which is the belief that many diverse peoples can dwell together peacefully while maintaining their unique-ness. Diversity in itself is fundamental to economic and organizational strength and resilience. Added to this vision is interdependence---diversity and interdependence.

Important To Multicultural Work

A commitment to change is needed at all levels within the organization, including individuals and all kinds of groups, as well as giving attention to the organizational structure and policies.


Organizational leaders need to participate in the process of change. Their interest and commitment hold us all to the task.


An openness to learning about ourselves and others is important. People who have held cultural subordinance need to grow in their trust of those who have held cultural dominance as serious about dealing with differences. This helps people of cultural subordinance to acknowledge their issues and growth needs. People of cultural dominance need to let go of a desire to fix things, and instead, join in a process of growth and skill building in order to work more cooperatively.


How the work is done needs to reflect a value for diversity and colleagueship, and to model a non-judgmental process of communication. We need to move beyond guilt and blame which produce defensiveness.


Cultural subordinants must not be used "once again" to teach cultural dominants what they need to know. This means that there are times when cultural dominants and subordinants work in separate groups.


The consultants need to role model valuing diversity in their staff composition and work style, including both women and men.

Some Typical Results

Participants grow in increasing their comfort with diversity that facilitates bringing more of themselves to their work.



The effects of policies and decisions on valuing diversity are clearer and can be articulated.



A greater breadth of advice and counsel is sought between people of different racial and cultural backgrounds.



Those who come from cultural subordinance feel better about themselves and are empowered to be more expressive. They renew their vigor for affirming their cultural values.



Those who come from cultural dominance have a gut-feeling for what they may have only been aware of intellectually regarding race and culture.



White people appreciate their whiteness as a racial diversity and the need to separate this from attitudes and behavior that assume dominance.

Multicultural Workshops

We offer workshops for intact workgroups and organizations.


Occasional public workshops are offered.

Let us know your interest. newdynam@aol.com.

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