 |
 |
 |
 |
 |
 |
In today's business environment, effective dialog is a must, not only because we are entering into a global economy, but also because an increasing number of employees are entering into the workplace from a vast variety of cultures and geographic regions. Along with those new faces come different perspectives and unique ways of approaching leadership and workplace situations. Unless those different perspectives are understood and valued, an environment of distrust, confusion, and fear threatens to erupt in the form of conflicts, lawsuits and communications breakdowns.
|
A Picture is Worth a Thousand Words Discussions of Race and Racism are very difficult and can become volatile and emotional. Participants will actively engage in utilizing Photolanguage, a tool that enables individuals to find the words for topics and concepts that are sometimes hard to define. Using this holistic approach, participants will experience the ability to explore and discuss topics they sometimes don't have the words to describe. Gender Communications Coming Soon... Hero to Homelessness Using excerpts and first person memories from her vast collection of women's World War II memorabilia and documents, she will weave a story of the American women who served at home and at the front during WWII. Workshop attendees will come to see the vast scope of American women's experiences in WWII in a whole new light. Additionally, the speaker will share many items from her collection in a one-of-a kind exhibit. Responsibility of Media in Race Relations Television is an instantaneous media that can powerfully influence and persuade its viewers. The people who own, operate and work in media enterprises have a responsibility to the community they serve to improve and enhance race relations through the programs they produce and broadcast, as well as through their outreach in the community. The speaker will describe his experiences at various television stations and markets and provide his perspective on this important topic. Risk & Culture in the Workplace Risk and Culture are a vital and interesting part of the fabric that makes up the work place. Every day you make hundreds of risky choices. Everyday your boss makes hundreds of risky choices. Everyday your employees make hundreds of risky choices. Why are these choices risky? What makes up risk? How important is culture to understanding risk? We live in a world filled with risky choices. This workshop will discuss the important connection between culture and behavior. Out of the Closet and Into the Workplace The word "tolerance" conveys "I don't necessarily like (or approve of) you, but I feel obligated (or legally required) to be nice to you because it's the right thing to do. I cannot stand certain things about you and feel that those things elevate me to a level superior to yours. But, to keep the peace I will put up with you." "Acceptance" elicits a very different and far more positive response. It says, "You are different from me, and though there are things I may not understand, I see you as someone who is equal to me. And, though I may not be like you, I support your rights, feelings, and identity as much as I would my own." And the word "celebrate" provides yet another response, communicating "Not only are your differences identified and supported, they are seen as assets." Unlimited Abilities Panel US employers must weave the richness of America's diversity by considering the talents of all workers, including workers with differing abilities. People with physical challenges possess a wide variety of skills, abilities, and experiences to offer employers with a level of loyalty that cannot be surpassed. It is critical that we ensure, as a community, that both people with differing abilities and their employers expect that they will fully participate in our workplaces and can contribute to our economic success. How can we engage and maximize participation of people with physical challenges into our work culture? Walking the Talk: Engaging Managers in Conflict Resolution Managerial duties usually include responsibility for initial conflict resolution on staff and organizational issues, yet managers are frequently resistant to participating in early conflict resolution opportunities, when cooperation and creativity are usually at their highest. Why? How can this resistance be overcome? This presentation will discuss strategies and approaches that can help move managers to active engagement in early conflict resolution for the benefit of the larger organization. |
|
DLC Copyright © 2009 | Web Design by: BKool Designs