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Cultural Competency for the Outdoor Professional

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by Aparna Rajagopal-Durbin on 6 March 2014

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Transcript of Cultural Competency for the Outdoor Professional

Cultural Competency for the Outdoor Professional
Skin color
Clothing style Appearance
Physical Ability Accent Language

Diversity
Inclusion
Cultural
Competence(y)
The unique differences between us
Welcoming the differences between us and valuing/leveraging the strengths of our differences.
the ability to interact effectively across various dimensions of diversity; to flex with each other's differences
Microaggressions
subtle everyday behaviors that often unconsciously and unintentionally denigrate or insult someone from a nondominant group
Gender
Sexual Orientation
gender ≠ sexual orientation
gender is a universe and people are stars
bodies are complicated-don't make assumptions
making wilderness programming gender-inclusive is not hard
Privilege
access to resources that we receive, consciously or unconsciously, by virtue of being part of a dominant community (Adams, Bell & Griffin, 1997).
Race
Race is a biological myth
People of color are not poor
"Colorblindness" is not a remedy
Racism exists everywhere
Communication Styles
Risk Management
Cultural
Competency
Outdoor
Participation
NOLS
Courses
Connect the dots
Cascade of Events
A number of contributing factors precede an incident, and none of these factors may be a 'red flag', but together they may gain enough critical mass for the incident to occur.

(Challenger Space Shuttle incident)
Dynamics of Accidents
Objective Hazards + Subjective Hazards = Accident Potential

INCIDENT
SUBJECTIVE
OR HUMAN
FACTORS
OBJECTIVE OR ENVIRON-
MENTAL
FACTORS
Hale, Alan (1983) Annual Review-1983. National Safety Network.
As an industry we tend to be good at looking at physical and technical risk factors, but sometimes pay less attention to behavioral risk factors, which are an important part of risk management.
- Roberts, Gray, Moeller, Santa Fe Mountain Institute
Humanistic Risk Management
Why NOLS?
Definitions
. . . Direct . . . . . . . . . . . . . Indirect . . . . . . . . . . . . Storytelling . . .
. . . Lots of words/no subtext . . . few words/lots of subtext . . .
. . . Formal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Informal . . .
. . . External Processing . . . . . . . . . . . . . . Internal Processing . . .
Feedback
GROUND
YOURSELF
ANALYZE
ACT
Is it a Difference that Makes a Difference?
Be an Ally
Ask questions to urge reflection, but avoid humiliation.
Educate yourself on communities outside your own or those you are intimately familiar with.
Work extra-hard to welcome people outside the “norm” of your organization's culture.
Examine your own biases (one very eye-opening way to do this is to take a practice test as part of Harvard’s University’s Project Implicit online at https://implicit.harvard.edu/—one disclaimer, you may be surprised at how biased you actually are!)
Seek out experiences that make you feel like an outsider so you can develop empathy.
Raise issues and concerns within your sphere of influence—which is bigger than you think.
Seek help! You’re not alone.
1. COST: course schedule, rations, gear, activities
2. PRODUCTIVITY: achievement, learning, student outcomes
3. SAFETY: risk management
4. LEGALITY: sexual harassment and other policies, the law
Resources
Curriculum
Seminars/Workshops
The U.S.
Companies often interchange the terms 'diversity' and 'inclusion.' In reality diversity is the mix, and inclusion is making the mix work. In other words, many companies have gotten very good at getting the right mix of people in the door, but have been unprepared for how to make that more complex mix work once it comes together. Companies have been good at creating a workforce that looks different, but they aren't adequately prepared for a workforce that thinks differently.
-Andres Tapia, Chief Diversity Officer, Hewitt Associates
DIVERSITY is what we are. INCLUSION is what we do.
CULTURAL COMPETENCY is what we need to do it.
CULTURAL COMPETENCY
SITUATIONALLY APPROPRIATE ACTIONS
SELF-AWARENESS
"OTHER"
AWARENESS
Understanding your own culture, assumptions, values, styles, biases, attitudes, privilege, etc.
Understanding others' own culture, assumptions, values, styles, biases, attitudes, privilege, etc. without judging them
Understanding your impact on others and adopting a situationally appropriate style for greater inclusion and effectiveness.
Sheer volume of students
Examining our Icebergs
Tools
Scenarios
Successes
Challenges
Action Plans

Ideas of Wilderness and Recreation
Leadership Styles


Verbalize

Own

EMpathize

Plan

(VOEMP)


Doer
Thinker
Humanitarian
Dynamo
Aparna Rajagopal-Durbin
Pam Rosal

WHERE
WHO
HOW
HOW
WHO
WHERE
PERCEPTIONS
#7 Diversity
#9 Making you feel bad about not
going outside
#12 Nonprofit organizations
#31 Snowboarding
#62 Knowing what's best for poor
people
#87 Outdoor performance clothes
#128 Camping
RECALIBRATE
Ladder of Inference
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