Towards the Development of Anti-Racist Institutions and Leaders

JOURNAL for NONPROFIT MANAGEMENT 2007

Beyond Diversity and Multiculturalism: Towards the Development of Anti-Racist Institutions and Leaders

Mary Pender Greene, LCSW-R, Assistant Executive the Jewish community, our name, and the way that Director, Jewish Board of Family and Children’s Services1 we were perceived in our local community, we saw a clear need to address diversity and multiculturalism in order to improve our competence in serving he Jewish Board of Family and Children’s culturally diverse populations. From the onset, this Services has a century long tradition of help- effort was viewed as a long-term goal. We assumed ing New Yorkers, which began with services T that it would require years of work to truly change to poor Jewish families and immigrants and has the agency’s culture. now expanded to include more than 70,000 clients annually, from all racial, ethnic, economic and reli- Our diversity work has taken many different forms gious backgrounds. over the past years, which has sometimes meant that we met as a task force, in subcommittees, as We are a social work run organization and pride our- triads or dyads. These varied efforts created a deep selves with providing quality services. The agency bond among the members which included direc- offers a continuum of services that has been shaped tors and senior management staff who were male by the needs of its clients, from residential services and female, Jewish and Christian, Black, White to day treatment, to outpatient mental health ser- and Latino, Gay and Lesbian, old and young, psy- vices for adults, children and families. Many of our chiatrist, psychologist, and social worker. clients are people of color, and large numbers speak languages other than English, such as Spanish, Rus- We entered our multicultural work at different sian, Mandarin, Hebrew, Creole, Yiddish, and many levels and struggled with our own differences in other languages. worldview, philosophy, and experience. While we had many successes in our diversity journey espe- The staff of nearly 3,400 is also racially and cultur- cially as it related to gender and religious diversity, ally diverse and represents a range of professional we discovered that issues of race had gotten short and paraprofessional disciplines. This article shrift in our diversity effort. Each time race mat- describes the agency’s journey from diversity and ters emerged, they were quickly overshadowed by multiculturalism toward antiracism in its leader- many other legitimate issues which occur in the life ship, management and supervision. The author, an of an extremely large and complex organization. African American woman, is Assistant Executive Director of the agency and a central ﬁgure in the Hindsight has shown us that since we lacked a process of the organization’s anti-racist evolution. common language and a clear vision for addressing structural racism, each time the organization BACKGROUND attempted to openly discuss race, experiment with new processes, programs, and ideas, and begin to Due to our increasingly diverse client population, reappraise its mission in light of race related mat- the nature of our original sectarian mission to serve ters, tensions would arise and the subject would be 1 Mary Pender Greene can be reached at [email protected] tabled in lieu of another pressing matter.

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During our process, we became clear that race and ANTI-RACIST MODEL FOR racism greatly burden and impact the lives of all ORGANIZATIONAL CHANGE people of color which includes both our staff and Our anti-racist model for institutional change was clients. We later came to understand that racism derived from a common understanding of struc- is race prejudice and power, and it manifests itself, tural racism as presented by the People’s Institute individually, culturally, and institutionally. This for Survival and Beyond in their Undoing Racism new understanding lead to a shift in our efforts workshop. The People’s Insti- from an individual to an institute is recognized as one of the tutional focus. Thus began our ddressing structural foremost anti-racism train- clarity about the need to focus on racism is one of ing institutions in the nation. the roles of our leaders, manag- A the toughest jobs that It moves beyond a focus on ers and supervisors as it relates to any leader can face. the symptoms of racism to an policies and procedures as well as Although the reasons understanding of what racism the tone and tenor of our institu- are indeed complex, is, where it comes from, how it tional environment. the major difficulty for functions, why it persists, and us is that many white Addressing structural racism how it can be undone. staff viewed racism is one of the toughest jobs that as individual acts of All of our executive staff and any leader can face. Although meanness and viewed managers were required to the reasons are indeed complex, any discussion of racism attend the Peoples’ Institute’s the major difficulty for us is that in our institution as a two and one half day undoing many white staff viewed racism personal affront. racism training workshop in as individual acts of meanness order to create a common lan- and viewed any discussion of racism in our institu- guage and to lay the foundation for our agency’s tion as a personal affront. They saw the agency and anti-racist organizational plan. themselves as culture carriers of the agency as dedi- cated to doing good, a value that was inconsistent Through the Undoing Racism workshop we learned with a view of either as incorporating racism. They that structural racism refers to practices, policies, saw racism as being individual and intentional procedures and – most important – the social cul- instead of structural and systemic. ture of institutions. In a society set up to support white-skin privilege, the inherent social culture Since we pride ourselves on being a learning insti- of that society’s institutions will naturally reflect tution, we were clear that we needed additional knowledge to move forward. We knew from past Psychology, Rutgers University, Piscataway, NJ; Ronald Chisom, experiences that any major institutional culture David Billings, Margery Freeman, Monica Walker, Barbara Major, Monica Dennis, Shadia Alvarez, People’s Institute for Survival change requires top down buy in. Thus, we sought and Beyond, New Orleans, LA and New York, NY; Phyllis Frank, some of this country’s best minds on race and race Volunteer Counseling Services Community Change Project, Rock- matters for their consultation on this process all of land County, NY; Gail Golden, MSW, Ed.D, Volunteer Counseling Services, Rockland County, NY; Anthony Porter, A Call to Men whom helped us in ultimately formulating our anti- NY; Robert P. Carter, Ph.D, Columbia University, New York, NY; racist organizational development plan that began Janet Helms, Ph.D, Boston College, Chestnut Hill, MA; Samuel with our leaders, managers and supervisors.2 P. Johnson, Ph.D, Baruch College, New York, N Y; Elaine Pender- hughes, Ph.D, Boston College School of Social Work, Boston; MA; Kathleen Pogue-White PHD, William Alanson White Institute, 2 Those consulted included: David Thomas, Ph.D, Harvard NY; Monica McGoldrick, Ph.D, Multicultural Family Institute, Business School, Boston, MA; Cheryl Franks, Ph.D, Columbia Highland Park, NJ; Ken Hardy, Ph.D, Syracuse University, Syra- University, New York, NY; Sandra Bernabei, LCSW, Anti Racist cuse, N Y; Sola Winley, LMSW, MBA, MA - President, ProVision Alliance, New York, NY; A.J. Franklin, Ph.D, City College and Consulting, New York, NY. Graduate School of the City University of New York; Nancy Boyd- Franklin, Ph.D, Graduate School of Applied and Professional

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bias unless there is deliberate action to counteract NThe trainers should have a power analysis. that bias. In institutions where there is little or no This means that they need to go consciousness of racial bias, the social culture of beyond racism just as prejudice based unconscious racism will influence basic policies on skin color. and practices. Unfortunately, even in institutions NThey must also teach that what we under- that have a fairly high degree of awareness of race stand as racism requires that those who bias, unconscious or unexamined aspects of the hold prejudice based on skin color also institution’s social culture can unintentionally rein- have power, and control access to power force dynamics that continue to privilege people based on skin color. with white skin. It is in this manner that American NThe trainers must emphasize systemic, institutions remain dominated by practices which organizational and institutional produce racial inequalities (Better, 1998). manifestations of racism rather than Structural racism requires institutional support emphasizing racism as manifested in and cultural nurturing. The core of anti-racist interpersonal relationships. work is to seek to recognize institutional bias and NThe trainers should teach extensively to to make structural changes that are supported by the phenomenon of white culture and its policies and procedures that are accountable with manifestations in organizations. outcomes of equity. Leaders, managers and supervisors must be taught to recognize that contemporary NTrainers need to be able to teach to the forms of racism exist and become familiar with the link between racism and poverty. various forms that it takes in the lives of all staff NTrainers should have a global understand- and clients. They must become vigilant in learning ing of racism. and identifying what those issues are and how they are perpetuated in the organization’s policies, prac- These workshops offered opportunities for manag- tices and procedures. The goal of anti-racist work is ers to practice race dialogues, learn new techniques, to widen the circle of power and opportunity. The and ask questions as well as learn from each other. leadership must be taught how to help white staff Additionally, it became clear that our managers as well as staff of color to better understand how needed specialized training in order to be able to systemic racism works and impacts all staff and cli- fully integrate anti-racist principle into the core ents, and be prepared to offer strategies and support of their management. To realize this goal, we confor systemic change. Through a series of workshops tracted the services of Sola Winley, the President of that we described as Difficult Race Dialogues our ProVision Consulting who aided us in developing managers were offered training on handling diffi- our leadership institute and acts as its facilitator. cult race based discussions. These workshops were The Leadership Development Institute (LDI) was lead by outside consultants who shared our com- designed to strengthen the leadership and manage- mon language and principals of anti-racist work as ment capacity of our agency. The LDI approach to developed by the People’s Institute. management development is psychologically based In choosing trainers, we used the guidelines that and built on the premise that leaders and organi- were developed by Gail Golden (2005): zations are interdependent. It is a cohort-based experiential leadership and management develop- NTeams should be diverse, multicultural ment program that provides mid-to-senior-level and multiracial. One person cannot managers with leadership development tools and address all the issues. formal training opportunities. Elements of the program were custom tailored to fit our desire

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to produce anti-racist leaders. The program has employees by setting a tone for honest discourse several interconnected goals including: seek- by openly acknowledging tensions. Friction must ing to develop self-awareness through intensive be resolved respectfully and swiftly when possible, exploration of personal issues that impact career and staff must be helped to accept a degree of objectives; examining real-life management issues uncertainty and discomfort. Since attitude change and discussing concrete examples of challenges that cannot be mandated, much thought and consulta- leaders face; and improving and enhancing skills tion is needed along with honest dialogue and an and creating and developing projects/programs that understanding that anti-racist work is a process. benefit the organization. Several of these projects A degree of backlash/pushback should be antici- were focused on our anti-racist mission. The entire pated as some members of the dominant group group attended The People’s Institute’s two and half begin to question the value of placing so much day Undoing Racism workshops which ultimately time and resources into race matters. One can also promoted authentic dialogue among the racially and anticipate that other majority group members will culturally mixed group members. The structure of feel left out, unsatisfied and unclear about the role the program allows participants to incorporate and that they could or should play in addressing struc- implement what they learn. The program has been tural racism. In addition, they are uncertain about an incredible success and has enhanced leadership whether there are benefits that can be gained for skills as well as produced unexpected connections them from anti-racist work. Indeed white staff may between managers who in the past had had little or fear they will have to give up position, access and no relationship with each other. power if their institution is guided by anti-racism. A leader cannot successfully guide this initiative RACE, RACE MATTERS, POWER, AUTHORITY, without listening and creating a safe space for these AND CHANGE divergent views and fears about issues of race and Diversity is focused on helping people of color to racism. It is important that a leader provide a space achieve the goals and resources defined as impor- where shame, blame and judgment are not sup- tant by the white society. Assimilating in this way ported in these discussions about race and racism. may bring them into the dominant culture, but Structural racism exists everywhere. With this in typically does not include a focus on power or deci- mind it is important for the top leadership to ask sion making roles and responsibilities from a point the hard questions, such as: of view that is culturally congruent to them. Undo- ing structural racism requires the sharing of power NAre people of color thriving in our and decision making and presupposes that the core institution? culture and institutional structures must funda- NAre there people of color in decision- mentally change, while recognizing that changes making positions? in personal attitudes are also essential. Anti-racism NIs there congruence between those in requires a broadening of the power base. It explic- decision-making positions with those itly examines power relationships and sees the being served? parallels, intersections, and distinctions between all forms of oppression and the ways they manifest NWhen there is a change in client demo- themselves within an organization. graphics, are the decision makers actively seeking to be more closely aligned with and responsive to the new group? THE ROLE OF TOP LEADERSHIP The organization’s leadership must consistently The challenge is to acknowledge the value of demonstrate it’s commitment to the process to all diverse views and incorporate them into the

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organizational culture, clinical practice, admin- the experience and vision that could be offered by istration, and policy decision making. This can staff of color, thus leaving the organization with be achieved only if these diverse voices are con- less than optimum vision for providing leadership sistently and prominently present at each of these and service. Mr. Fard further states that helping all tables. The politics of race itself are defeating. Both staff to feel both appreciated and honored is key to good policy and good politics are necessary to move reducing Human Relationship Waste. ahead. The leadership must establish policies and We have learned that everyone is for change, in procedures that support institutional change, keep general, but may be opposed, in particular, when communication flowing and be open to hearing all they themselves have to change. A shift in values sides of the race issues. takes time, and even if successful, it takes months The ultimate role of an organization’s leader in an and years to realize the full benefits. Systems can anti-racist institution is to create an organizational only absorb but so much change at any one time. atmosphere of inclusiveness which tends to produce an environment of participation. According ROLE OF MANAGERS to Mahdi Fard, as he describes Human Relationship Managers must become aware that culturally sensitive Waste (HRW), the individual in the organization social work practice requires more than diverse entry has unused and misused human resources. All level staff. In some situations “diversify” becomes organizations are pushed forward by human energy entangled with the difficulty in finding the “right which manifests itself as enthusiasm, passion, cre- applicant,” who could clearly articulate treatment ativity, uniqueness of purpose and clarity of vision. issues, and have the “right image” to fit in to the exist- Human energy is unlike any physical fuel source, ing white-centric culture setting. because as long as a human being On closer examination, it becomes is focused on doing something heir expectations, clear that some managers want evoking passion and enthusiasm, reflected in an article diverse applicants to think, speak human energy will remain high. T written by Valerie Batts and behave as if they were white. By burning human energy inef- (1998), were derived from Their expectations, reflected in ficiently, the productive activity cultural norms for U.S. an article written by Valerie Batts of the organization slows down, citizens where evaluation is (1998), were derived from cultural falls out of harmony and loses made based on how close norms for U.S. citizens where eval- its natural timing or rhythm, one was to being a white, uation is made based on how close thus, causing the organization heterosexual, U.S. born one was to being a white, hetero- to be unable to function at its and U.S. English speaking, sexual, U.S. born and U.S. English full potential. This can lead to middle-class and physically speaking, middle-class and physi- the loss of important opportuni- able male. cally able male. ties that drain the organization’s fiscal and psychological resources as well as cause Managers must face the fact that most organizations, its staff to have to do more with less. All of which schools of social work, and most of society reflect can lead to low morale, internal power struggles, the values of this “normative” group and thus learn sabotage, and sub-standard productivity. Healthy to uncover and acknowledge white-centric bias. This relationships allow the organization to operate at awareness clarifies the need for further training as full potential. Additionally, the organization needs well as the need to hold people accountable for mak- perspectives and vision from all staff which allows ing the changes happen, just as one might do for the institution to have vision from many different other organizational goals. It is clear that if confor- angles. Racism destroys uniqueness and nullifies mity to the dominant culture is viewed as “normal”

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it is likely that multicultural staff would be expected A clear understanding and awareness of white- to change their behavior to fit in, to be consid- centric dominant thought will cause a racially ered competent, desirable, talented and capable of conscious manager to explore the larger question, supervising or managing white staff. Therefore it is that is: how diverse is the staff in decision making exceedingly important for managers to understand positions, such as senior clinicians and supervisors? agency culture and the changes needed to make the These employees control policy, programming, culture more inclusive, and then to address these treatment choices, program location, promotion, issues with all staff. The definition of normal must hiring, and other key factors. In other words, how become far more inclusive in order to reap the full is the money spent and who has power? benefits offered by a diverse workforce.

True team work can only occur after many of the THE SUPERVISORY ROLE staff have learned how to resolve conflict, respect It is often said that people do not leave jobs, they one another’s differences, and are ready to work leave supervisors! Thus the role of the supervisor cooperatively, not just side by side. If the manager is key to the development and retention of staff is psychologically or ideologically blocked, perhaps of color. Supervisors must be prepared to discuss out of fear of the unknown, achieving coexistence issues, or even perceived issues, involving race and is very difficult, if not impossible. One of the racism with the understanding that due to the manager’s roles is to help some white staff to get power differential, most staff will be unable to ini- over their initial fear that they will be beaten up, tiate these issues without permission. They must criticized, or made to feel guilty once issues of race become familiar with microaggressions, which and racism are raised. If the manager sets a tone were first described in 1970 by psychiatrist Chester of non-judgment, no guilt-tripping, no attacking Pierce, as a specific, less known form of individual and encourages staff to speak for themselves and racism that merits special attention. The American not take things just personally, there is less chance Psychiatric Glossary (2003) defines micro-aggres- of white staff fears being realized. It is also impor- sion as “offensive mechanisms or actions by a tant for managers to encourage white staff to listen person that are designed to keep other individu- non-defensively to staff of color and to encourage als in an inferior, dependent or helpless role. These staff of color to find and use their voice. Ken Hardy actions are nonverbal and kinetic and they are well expands on the concepts stated above in his delin- suited to control space, time, energy, and mobil- eation of the tasks of the privileged and the tasks ity of an individual (usually non-white or female) of the subjugated when discussing racism or other while producing feelings of degradation.” These forms of social oppression in a mixed group. stunning, automatic acts of disregard stem from The manager’s ability to help his/her staff openly unconscious attitudes of racial superiority and discuss issues of race and racism greatly enhances may be unintentional. Examples include assuming the team’s ability to work toward developing health- that a black physician is an orderly, automatically ier relationships and gaining full staff participation presenting your valet parking check to a black on committees, in case conferences, treatment man in a suit and tie standing at the entrance to a planning, policies, office ambiance, general office restaurant, or automatically asking a patient with operation and service delivery. This participation non-European features to present his welfare card is essential to help staff move from defensive or when seeking treatment. Such examples, though neutral behavior to coexistence with others whom seemingly subtle and innocuous, are perceived by they found to be strange and/or threatening. These the victim as racist and accumulate over time to approaches can enhance productivity, staff morale, burden the target of such acts. retention and cut down on burnout.

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These unaddressed racial attacks block both the Some workers, however, may be so well defended worker’s and the team’s potential, which ultimately against race related insults that they tune out the jeopardizes the organization’s insult and do not explore their ability to provide quality ser- own affective experience, espe- vices. Such attacks are a part of earning to distinguish cially vulnerability and pain. At non- white workers’ daily lives, Lbetween racially- the other extreme, some workers and are not confined to the motivated and substantive believe that all conflict is race- workplace. Whether they come criticisms requires time, related, and tend to use racism as full-scale frontal attacks or sophistication and intense as an excuse for not exploring awareness of one’s smaller assaults to the flank, personal and professional short- strengths and challenges. these subtle indignities are comings. This could cause them hard hitting. Since microag- to deny any substantive concerns gressions strike at the core of a worker’s identity, that are raised and therefore find it difficult to grow an emotional response is normal. It is crucial to and develop in their work. first acknowledge that microaggressions exist and Some supervisors may worry about being seen as become familiar with the various forms that they racist thus denying workers of color vital feedback take. Workers who experience micro-aggressions rather than confronting and dealing with difficult need validation. situations. The supervisor must play a vital role by According to Dr. Richard G. Dudley Jr. (1988), helping the worker to sort out what is legitimate race repeated invalidated insults will eventually begin bias, and what are professional development issues to destroy the worker’s self esteem and sense of that need improvement on the worker’s part. The competency. This battle can consume an enormous supervisor must also be instrumental in helping amount of energy and the worker needs emotional the worker focus on selecting realistic alternatives support and direction. Although it is difficult to and strategies for coping. Workers can be helped assign energy points expended in each race-related to recognize that some situations are unworthy of encounter, it is clear that the personal cost is lofty. a response. On the other hand supervisors must It is important that a supervisor is aware of the support workers by taking action on issues that amount of time and energy that workers of color require immediate supervisor and/or senior execu- are forced to spend addressing these issues. This tive response. time and energy must come from somewhere, and The worker must be provided with an avenue to it appears that it is taken from the more personal express feelings, since hurt and rage may initially side of the ledger, which ultimately leads to burn- take over the worker’s sound judgment. With sup- out and retention issues. port and time, workers will learn that intense feelings stirred by racism can be managed, and that Learning to distinguish between racially-motivated they can develop healthy alternatives for dealing and substantive criticisms requires time, sophisti- with unhealthy situations. cation and intense awareness of one’s strengths and challenges. The supervisor’s role can be extraor- Race-related crises need to be responded to swiftly. dinarily helpful to this process. Self-assessment is Each issue of racism or perceived racism should be often quite difficult for the worker at these times, acknowledged, with the understanding that the since some forms of racial insults may have been feeling of assault is equally as painful to the worker. internalized and can affect the worker’s self percep- The supervisor’s feedback is not only acceptable tion. Therefore, at some level, the worker may have but important for promoting the worker’s profes- lingering questions about his/her ability and self- sional growth, preventing burnout and promoting assessment may be inappropriately harsh. job retention.

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WHAT WE HAVE LEARNED believe that our future can be better than our past. Our original goal was to attract a multicultural staff The future of our agency is our professional life’s to better serve our broad array of multicultural cli- work; there is much that still needs to be done. As ents, however, something even bigger happened. we move forward, it is important that striving for Over the years, in pockets of our agency, our perfection does not become the enemy of the good. demographically representative workforce brought Our pursuit of becoming an anti-racist organiza- fresh new perspectives. They were able to pursue tion is a journey and not a destination. We have seen and maintain cases that previously all-white staff the future and want to go there. For change to be had not been able to engage. They did outreach lasting in our organization, we must sustain these to the community’s natural support systems that efforts on all levels, beginning with the leadership, the traditional white staff would not have thought encouraged in management/supervision, and man- relevant or appropriate because their link to clini- dated in treatment. As leaders we must be mindful cal treatment was not obvious to them. We have of the unrealistic expectations that there will be a learned that having multi-cultural staff can affect comfortable, harmonious atmosphere, as diverse the work in terms of expanding our notions of what voices explore certain truths and biases around the are treatment issues and taking on those issues and human condition. We must expect a degree of dis- reframing them in creative ways that we had never cord and confusion; we anticipate that there will be done before. We have also learned that a racially a desire to let the anti-racist conversation fade into diverse staff can really change the substance and the background. Disagreement is freedom’s privi- enhance the quality of our work. We have become lege; we must develop a higher organizational pain clear that leaders, managers and supervisors all threshold in order to stay the course. need anti-racist training in order to identify, ana- Dr. Nancy Boyd-Franklin taught us that the hope lyze and nurture these culturally based skills, is in the struggle; therefore for today, we will con- beliefs, and practices so that we can learn from tinue to hope and dream as we struggle to move our them and teach others. The goal of our anti-rac- beloved traditional Jewish organization towards an ist organizational development plan is to integrate anti-racist mission. these skills into the very core of the organization’s culture. All of these changes require systemic and We are mindful of the contemporary usage of the institutional change in order to truly impact our phrase Tikkun Olam, the Hebrew term literally agency and our practice. translated as world repair, which has come to con- For today, we are stuck between yesterday and note public policy and societal change, and with the tomorrow. Our goal is to build a bridge to the Kabalistic notion that the world is profoundly bro- future while valuing our history. We passionately ken and can be ﬁxed only by human activity. N

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