As leaders of our institutions, we need to have strategic vision and global understanding to manage meaningful change. What demographic and philosophical changes make diversity and inclusion an imperative value added rather than a desired additive? What factors help us understand where the organization is on the spectrum of exclusive clubs to inclusive organizations? How do we move our communities strategically at the pace that is right for the organization? What are some best practices for getting the right people to the organization and leveraging their talents? How do we sustain our positive growth over time? Discuss these questions and gather tools to help our organization become the leading edge of cultural competency, inclusion, and equity.

1. Jewish Family Service
Rosetta Eun Ryong Lee
Seattle Girls’ School
Cultural Competency and Change:
What Leaders Need to Know
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

2. About Seattle Girls’ School
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3. Goals
 Understanding the Case for
 Assessing Where You Are
 Priming for Change (or Sustaining It)
 Recruitment TO Retention
 Assessing and Reassessing
 Resources
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

4. Culture [consists] primarily of the
symbolic, ideational, and intangible
aspects of human societies… It is the
values, symbols, interpretations, and
perspectives that distinguish one
people from another.
James A. Banks
What is Culture?
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

5. Race
Religion
Class
Gender
Sexual
Orientation
Ability
Age
Ethnicity
Geographic Location
Language
Educational
Attainment
Appearance
Seniority
Position
or Title
Status
Relationship
To Power Players
InternalExternal
Institutional
Dimensions of Identity and Culture
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

6. Cultural Competency:
Many Models
Cultural competence is a set of
congruent behaviors, attitudes and
policies that come together in a
system, institution or individual and
enable that system, institution or
individual to work effectively in cross-
cultural situations.
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)
Terry Cross

7. Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)
The Jones Model of Cultural Competence
Cultural Self-
Awareness
Cultural
Intelligence
Cross-Cultural
Effectiveness
Skills
Countering
Oppression
through
Inclusion

8. Cultural Competency: Key Elements
Value Orientation
Diversity as Value Added
Respect
Relationships
Equity
Thought Orientation
Knowledge
Awareness
Systems Thinking
Action Orientation
Consciousness Building
Capacity Building
Assessment
Adaptation
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9. Organizational Excellence
 Critical Thinking
 Collaboration
 Communication
 Creativity
 Cosmopolitanism
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10. An Institutional Approach
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11. From Exclusive to Inclusive:
Developmental Stages
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12. Organizational Development Model of Inclusion
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13. Milton Bennett’s
Developmental Model of Intercultural Sensitivity
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14. Hallmarks of Earlier Phases
 People feel pressure to fit in
 People fear speaking up
 “Who you know” is more important than “what you
know” (relationship-based culture)
 You only trust those closest to you (cliques)
 Denial of differences is considered a virtue (“we
don’t see differences here”)
 It’s hard for outsiders to learn the rules (sink or
swim to prove yourself)
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

15. Hallmarks of Later Phases
 People can bring their full selves to work
 The organization encourages and welcomes people
to contribute different opinions and points of view
 There is a performance driven culture
 People form dynamic and diverse groups (trust)
 Differences are seen as additive and productive
 Success is explicitly defined, and the organization
supports people in achieving it
 The organization has an interactive culture
 People have the competencies to adapt to different
cultural contexts.
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

16. Organizational ZPDs
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)
Status Quo:
Reliance on what the
organization does
already and naturally
Zone of Proximal
Development:
Mindful and strategic
change toward the
next stage of growth
Too Much, Too Fast:
Unrealistic demands
on the community

17. Getting There From Here:
Life Cycle of Initiatives
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)
Abe Wehmiller, NAIS Summer Diversity Institute

18. Success vs Failure of Initiatives
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------ + Consensus + Skills + Incentive + Resources + Action Plan = Confusion
Vision + ------ + Skills + Incentive + Resources + Action Plan = Sabotage
Vision + Consensus + ------ + Incentive + Resources + Action Plan = Anxiety
Vision + Consensus + Skills + ------ + Resources + Action Plan = Resistance
Vision + Consensus + Skills + Incentive + ------ + Action Plan = Frustration
Vision + Consensus + Skills + Incentive + Resources + ------ = Treadmill
Vision + Consensus + Skills + Incentive + Resources + Action Plan = Change
*Adapted from T. Krosier’s “Managing Complex Change.”

19. Identifying Growth Zones – The 5Ps
• Policy – Enumeration of the organization’s diversity
commitment through mission, strategic plan,
handbooks, websites, etc.
• Programming – Diversity training and programming for
all constituencies (board, leadership, staff, etc.).
Support groups, annual celebrations and
acknowledgements, etc.
• Practice – Consistent and meaningful revisit of policy
and programs. Climate assessments, proactive
changes, and meaningful responses to incidents.
• People – Critical mass of people who are supportive
AND active on all levels.
• Pecuniary – Funding, people, and time allocated in the
strategic plan and daily life for supporting diversity
efforts.
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

20. Concentrating on the People:
Recruitment TO Retention
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21. Stages of Recruitment to Retention
 Recruiting
 Interviewing
 Hiring
 Starting before the start
 Conducting professional development
 Mentoring and collaborating
 Assessing, supervising, observing and evaluating
 Granting tenure/permanence/leadership
 Sustaining the connection – “Stay Interviews”
 Renewing and reorienting
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

22. Leveraging Your People
 Back up your enthusiasts 15-20%
 Sanction outright resisters 15-20%
 Work on your 60-70%
 Be authentic about where you are
 Support your pioneers
 Cultivate your voices of conscience
 Contribute your stubborn ounces
 Constantly reference your mission
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23. Keeping Up To Date:
Assessment and Training
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24. Assess and Reassess
 Demographic Trends
– Entrance Numbers
– Attrition Numbers
– Thriving Data
 Climate Surveys
 Exit Interviews
 Programmatic Surveys
 Pre-Post Assessments
 Every 1-2 Years
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

25. Doing It on a Budget
 Free Climate Surveys
 Survey Monkey
 Word Clouds
 Task Forces
 Online Courses with Cohorts
 Post Conference Share-Outs and
Trainings
 Book Discussion Groups
 Expertise Exchange
 Forming Consortia With Other
Organizations
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26. Resources Available
at tiny.cc/rosettalee
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)
 Common Vocabulary
 Assessment Tools From Various Organizations
 Links to Resource Websites
 Professional Development Options
 Must Read Books
 Can’t Find What You’re Looking For? Contact Me!

27. Making Choices, Setting Priorities
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28. Final Questions or Comments?
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29. Presenter Information
Rosetta Eun Ryong Lee
6th Faculty and
Professional Outreach
Seattle Girls’ School
2706 S Jackson Street
Seattle WA 98144
(206) 805-6562
rlee@seattlegirlsschool.org
http://tiny.cc/rosettalee
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

30. Resources
• Cornell University ILR Management Programs
(www.ilr.cornell.edu)
• National Training Lab (www.ntl.org)
• Robert Evans, The Human Side of School Change
• Malcolm Gladwell, The Tipping Point
• Jim Collins, Good To Great
• Stephen R. Covey’s Coveylink
• Stephen M. R. Covey, The Speed of Trust
• Michelle Cummings, Training-Wheels.com
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)