Qualitative Analysis of Multicultural Awareness in Training Groups

Bieschke, Kathleen J.; Gehlert, Kurt M.; Wilson, D.E.; Matthews, Connie R.; Wade, John Christopher

doi:10.1177/01933922030284006

Cited by 8 publications

(7 citation statements)

References 6 publications

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“…Self-reported satisfaction was especially likely to be found as a result of training, whereas attitude change measured by standardized instruments, even those reliant on self-report and therefore more subject to social desirability bias, was mixed. In 1 study, for example, 16 10,[17][18][19][20] This finding is especially troubling because training that results in behavioral change is essential to the delivery of culturally competent care. Although those responsible for diversity training in the workplace agree that behavioral change is key, awareness building and associated attitude change remain the focus of most diversity training in the workplace.…”

Section: Review Of Literature On Diversity Trainingmentioning

confidence: 99%

“…A key observation is that, although diversity training can increase cultural awareness, it may also increase discomfort with cultural differences, that is, comfort with diversity may initially decrease with increased awareness. 19 Perseverance and leadership commitment to diversity training are therefore essential because long-term success may very well be preceded by short-term failure. Women and people of color may be more receptive to training and more likely to be positively influenced by it than white men.…”

Section: Conduct Postintervention Assessment Of Organizational Outcomesmentioning

confidence: 99%

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Diversity and Cultural Competence Training in Health Care Organizations

Curtis

Dreachslin

Sinioris³

2007

The Health Care Manager

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The authors reviewed recent literature on diversity training interventions and identified effective practices for health care organizations. Self-reported satisfaction was especially likely to be found as a result of training, whereas attitude change measured by standardized instruments was mixed. Although those responsible for diversity training in the workplace agree that behavioral change is key, awareness building and associated attitude change remain the focus of most diversity training in the workplace. Consequently, the authors recommend a systems approach to diversity training interventions wherein training is a key component of a health care organization's strategic approach to organizational performance, and diversity training is linked to the organizations' strategic goals for improved quality of care. The systems approach requires these steps: determine diversity and cultural competence goals in the context of strategy, measure current performance against needs, design training to address the gap, implement the training, assess training effectiveness, and strive for continuous improvement. Higher level evaluations measuring whether employees have transferred learning from training to their jobs are paramount to the systems approach to diversity training interventions. Measuring other positive changes in a "return on investment" format can be used to convince stakeholders of training's value.

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Section: Review Of Literature On Diversity Trainingmentioning

confidence: 99%

Section: Conduct Postintervention Assessment Of Organizational Outcomesmentioning

confidence: 99%

Diversity and Cultural Competence Training in Health Care Organizations

Curtis

Dreachslin

Sinioris³

2007

The Health Care Manager

View full text Add to dashboard Cite

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“…Researcher investigates patterns and sequences of growth and/or change as a function of time Bieschke, et al, 2003Chevannes, 2002Dogra, 2001Harris, 2003 Looking at the research designs of the 26 articles that assessed the effectiveness of specific diversity training interventions, only 3 were randomized experiments. An additional 14 studies used quasiexperimental designs, whereas 2 studies employed causal-comparative or ex post facto designs.…”

Section: Developmentalmentioning

confidence: 99%

“…Researcher investigates patterns and sequences of growth and/or change as a function of time Bieschke, et al, 2003Chevannes, 2002Dogra, 2001Harris, 2003 Stephen (1995, p. 14). Anderson, 2004Armour et al, 2004Assemi et al, 2004Beagan, 2003Bieschke et al, 2003Bush & Ingram, 2000Chevannes, 2002Crandall et al, 2003Crosson et al, 2004Dogra, 2001Ely, 2004Ferguson et al, 2003 Looking at the research designs of the 26 articles that assessed the effectiveness of specific diversity training interventions, only 3 were randomized experiments. An additional 14 studies used quasiexperimental designs, whereas 2 studies employed causal-comparative or ex post facto designs.…”

Section: Developmentalmentioning

confidence: 99%

Integrative Literature Review: Diversity Management Interventions and Organizational Performance:A Synthesis of Current Literature

Curtis

Dreachslin

2008

Human Resource Development Review

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Despite the growing body of literature focused on diversity management and its implications for career experiences and perceptions, team dynamics, customer service, and other dimensions of organizational performance, a significant gap remains. To address the gap, this article reviews the managing diversity literature published between January 2000 and December 2005 to identify the subset of the literature that examines the effectiveness of specific diversity interventions implemented in organizations. Only 38 such studies were identified. We conclude that the current evidence base provides limited guidance to human resource professionals as they design and implement diversity interventions. Each study identified in the review is categorized by research methodology and by type of intervention: diversity training and education; mentoring; and other organizational development interventions. Characteristics of effective interventions are identified. Gaps in the literature and areas for future research are described. Purpose of the StudyDespite the fact that 71% of the companies responding to Training's 2005 Industry Report provided diversity and cultural awareness training for their employees (Dolezalek, 2005, p. 22), research to date has not documented conclusively that diversity management interventions, including training, yield measurable benefits at the employee, team, or organizational level

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“…While racial, ethnic, and multicultural dynamics are discussed in the group literature within the context of cultural competence (Bieschke, Gehlert, Wilson, Matthews, & Wade, 2003), it is generally agreed that the literature addressing multicultural and diversity issues in group work is in the preliminary stages (Bemak & Chung, 2004;Corey, 2004). In 1998, the Association for Specialists in Group Work (ASGW) established the Principles for Diversity-Competent Group Workers (PDCGW) to standardize and guide group workers in developing cultural competence (Haley, Brown, & Molina, 1998).…”

mentioning

confidence: 99%