Planning Management: toolkit to achieve cultural competency
Picking up from last time’s entry, we see the importance of planners to have cultural competency as part of their core skill-set. Afterall, in order to meaningfully serve those within the community (or billion-dollar developments as in the case of the glamorous world of the private sector.), planners need to be able to effectively interface with clients. When all things considered, generalisation is often the means in which we are able to navigate the complexity of everyday life, how then, can we engender an understanding [of other cultures] that goes beyond tokenism? Of course, by culture, we do not merely refer to differences in ethnicity, but also, nationality (different from ethnicity), gender, sexuality, age, economic status, social status, marital status, religion and so on. Professor Dory Reeves, my lecturer for the planning management course, in her book Planning for Diversity argues for a reflective and active learning experience with emphasis on self-questioning and awareness as a means to achieve cultural competency. What follows will be a brief reflection on the methods advocated there.
5 Habits
Based on an approach for diversity originally developed for the medical field by Susan Byrant and Jean Koh Peters, Reeves adopted it to fit within the context of planning. The first 3 habits focus on changing our perception and how we think of others, whilst 4 and 5 gives a more holistic approach - obviously, these can act more than guidelines for planning practices and can be equally applied to everyday life.
Habit 1 - Differences and Similarities
This is essentially the mini-exercise I posted last time (see here). It encourages professionals to consider the similarities and differences between them and their clients and what are the implications of that. In essence, it encourages an empathetic understanding of a different perspective.
Habit 2 - Three Rings
Building on the similarities or differences as identified in Habit 1, habit 2 hopes for planners to understand cultural differences that leads to a either an overly positive or negative judgement of their client or those they are interacting with. An consensus then can be hopefully reached between planners, on what the planning system means to them. Are points that are important to either planner, client or the law equally significant to the other? Understanding the dynamics allow possible tensions to be acknowledged and worked around.
Habit 3 - Behaviour
Whilst the other two habits involves planners to identify elements that could prove antagonistic, habit 3 seeks to explore explanation for why a particular behaviour could affect dealings with clients. As a tool, it involves ‘shifting’ behaviour, and attributing different cultural traits - perhaps someone talking loudly is their way of being an active actor within the discussion rather than someone who is merely obnoxious. Habit 3 asks us to ask ourselves such questions.
Habit 4 - Communication
Whilst this might appear straightforward to an issue such as cultural competency sometimes, as professionals planners fails to acknowledge the background of those they are working for. A professional understands the formal structure and protocols of a meeting differently to the lay person, furthermore, they would not blink twice at technical terms which, to a client, might require explanation. Clients might not even ask for clarification for fear of looking foolish, or that to do so would be considered rude in their culture. Then, the onus is on the planner as a professional to ensure a client is well-informed and clear of what is going on. Active listening as well as structured questioning can help, such as asking:
- what is the issue?
- what are your main concerns?
- what is the most important result
- why is this important?
- what would you like to see happen?
Habit 5 - Reflection
Perhaps the most important, planners need to acknowledge their own existence as cultural beings, reflecting on their own cultural influences - even the undesirable ones. By entering a reflective mode, planners can stand back and (hopefully) rationally break down why something occurred the way it did.
Equity, Diversity, and Interdependence (EDI) Framework
Whilst th 5 habits were intended to provide individuals with a means to develop cultural competency skills, the EDI framework is designed to be used within an organisation. It provides a framework which encourages an organisation to establish policies which is in line with cultural competency skills, as well as challenging their perceptions on how the concepts of equity, diversity and interdependence can be utilized within a working environment. In order to achieve a change in organisational culture the EDI framework has the following steps:
- invitation
- establishing/sustaining the critical dialogue process,
- growing leadership commitment and understanding of equity, diversity and interdependence
- identifying issues
- growing wider commitment,
- experimenting and modelling new working practices,
- implementing new models of practice into mainstream structures and relationships
However, in order fo a successful implementation, an organisation needs to be committed to EDI at all levels.
Postscript
I think these two tools offer an interesting approach in offering an active means to promote cultural competency within practitioners. I do not think I can personally comment on the EDI framework as at this stage, I have yet to experience in great detail the inner workings of any large organisation. Though at my current job as a Home Support Worker for Spectrum Care Trust, in working with people with disabilities, it is a necessity for the company to have policies which are in lines with the goals of EDI. Without any working understanding of the EDI process I cannot really comment on its effectiveness, but I can understand some arguments against it: at times it is difficult to accept practices which can sometimes be difficult to quantify. However, in offering chances for self-assesment, it can hopefully provoke individuals to take a more open-minded approach.
Will I personally implement the 5 habits? I can’t speak with certainty. I’d like to think I can retain some of the habits habitually (forgive the terrible wording and the terror inducing puns). I can honestly say that I now look at things a little differently (not too terribly radically, mind you), often when the emotions surrounding an event subsides the voice (without making myself sound insane) in my head sort of goes, ‘huh, but perhaps it happened because…’. I would like to think that its a sign I am beginning to be more understanding, or, I am speaking to myself. Again.
To finish off, I would like to share some my cultural heritage, the Erhu, a chinese two string instrument (crazy thing is, the bow goes BETWEEN the strings!!) an instrument which I have been learning for a few years (casually).
