Norwood School Cultural Competency Leadership

Norwood School
Rosetta Eun Ryong Lee
Seattle Girls’ School
Culturally Competent
Organizational Leadership
Rosetta Eun Ryong Lee (http://tiny.cc/rosettalee)

About Seattle Girls’ School

Goals
 Cultural Competency
 Assessing Where You Are
 Priming for Change (or Sustaining It)
 Recruitment TO Retention
 Assessing and Reassessing
 Resources

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.
Terry Cross

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

21st Century Education and Excellence
 Critical Thinking
 Collaboration
 Communication
 Creativity
 Cosmopolitanism

An Educational Imperative
The Moral Case
The Academic Case
The Economic Case
Institution Excellence
Teacher Excellence
Student Excellence

From Exclusive to Inclusive:
Developmental Stages

Milton Bennett’s
Developmental Model of Intercultural Sensitivity

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)

Hallmarks of Later Phases
 People can bring their full selves to school
 The school 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 school supports
people in achieving it
 The school has an interactive culture
 People have the competencies to adapt to different
cultural contexts.

Everybody Has a Role
 CC of Non-Teaching Educator (Staff)
 CC in Athletics (AD and Coaches)
 CC in Finances (Business, HR, Admissions, and
Development)
 Cultural Proficiency for Teacher Administrators
(Department Heads, Dean of Faculty)
 Culturally Competent Leaders (Heads and Practitioners)
 Culturally Fluent Organization Development (Heads
and Practitioners)
 Inclusion Planning Tool (Policy, Practice, Event, etc.)
 Inclusive Classroom Practices (Teachers)
 Librarian Cultural Competency Standards (Librarians)
 Recruitment to Retention (Admissions and Hiring)

Schools Have ZPDs, Too!
Status Quo:
Reliance on what the
school 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

Getting There From Here:
Life Cycle of Initiatives
Abe Wehmiller, NAIS Summer Diversity Institute

Success vs Failure of Initiatives
------ + 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.”

The 5Ps of Institutional Cultural
Competency
• Policy – Enumeration of the school’s cultural
competency commitment through mission, strategic
plan, handbooks, websites, etc.
• Programming – Cultural competency training and
programming for all constituencies (board, admin,
faculty, staff, students, families, etc.). Diversity and
inclusivity curriculum.
• 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 cultural
competency efforts.

Concentrating on the People:
Recruitment TO Retention

Stages of Recruitment to Retention
 Recruiting
 Interviewing
 Admitting/Hiring
 Starting before the first school year begins
 Conducting professional development
 Mentoring and collaborating
 Assessing, supervising, observing and evaluating
 Granting tenure/permanence/leadership
 Sustaining the connection – “Stay Interviews”
 Developing life-long learners
 Renewing and reorienting

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

Keeping Up To Date:
Assessment and Training

Assess and Reassess
 Demographic Trends
– Entrance Numbers
– Attrition Numbers
– Disciplinary Cases
– Academic Cases
– Financial Aid Breakdowns
 Climate Surveys
 Exit Interviews
 Programmatic Surveys
 Pre-Post Assessments
 Every 1-2 Years

Cultural Competency Skillsets
 Identity Development
 Cross Cultural
Communication
 Intercultural Conflict
 Bias, Power, and Systems
 Privilege and Allyship
 School Culture and Change
 Inclusive Curriculum
 Leading and Following
 Cultural Adaptation

Doing It on a Budget
 Free Climate Surveys
 Survey Monkey
 Word Clouds
 Task Forces and Focus Groups
 Online Courses with Cohorts
 Post Conference Share-Outs and
Trainings
 Book Discussion Groups
 Expertise Exchange
 Forming Consortia With Other
Schools

Resources Available
at 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!

Our School, Our Children
Old School Diversity or
21st Century Cultural Competency?

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

Basic Definitions
Diversity: Difference, Variety
Diversity is Value Added:
Business Portfolio
Biodiversity
Creativity
Innovation

Dimensions of Identity and Culture
This model of identifiers and culture was created by Karen Bradberry and Johnnie Foreman for NAIS Summer Diversity Institute,
adapted from Loden and Rosener’s Workforce America! (1991) and from Diverse Teams at Work, Gardenswartz & Rowe (SHRM 2003).

Basic Definitions
Inclusion: A sense of belonging,
worthiness, and value one feels in an
organization
Are you an owner or an employee?
Are you “in the family” or are you a guest?

Inclusion Parable:
The Giraffe
and the Elephant

Basic Definitions
Equity: providing opportunities and
access to all so that every person can
achieve his/her full potential. Equitable
treatment involves acknowledging
diversity, recognizing and celebrating
our differences, and eliminating the
barriers that prevent the full
participation of all peoples.

Equality vs Equity
Everybody gets a shirt versus everybody
gets a shirt that fits.
Giving everybody some insulin in
equality. Giving only people who are
diabetic some insulin is equity.
What is “fair”?

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?

The Jones Model of Cultural Competence
Cultural Self-
Awareness
Cultural
Intelligence
Cross-Cultural
Effectiveness
Skills
Countering
Oppression
through
Inclusion

Norwood School Cultural Competency Leadership

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