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Diversity Training Workshops and Certification - Online or a Combination of a Conference Plus Online

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Diversity and Inclusion Onsite Training, Off-the-Shelf Workshop, and Online / Event Trainer Certification

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And the Oscar for Best Caucasian Goes to ...

By Francois Basili

After the Academy Award nominations for the 2015 Oscar were announced, many people tore apart the Academy for nominating only white actresses and actors for the nation's top film honors. Twitter users did so using the hashtag #OscarsSoWhite.

The newspaper, Oakland Tribune, highlighted the startling lack of diversity among nominees by running headshots of all the acting nominees accompanied by the headline "And the Oscar for Best Caucasian Goes to ..."

As someone involved in diversity and inclusion training I must ask whether an outrage in this case is justified. Because it is the same Academy that, at the same time, has nominated "Selma," a film about Dr. Martin Luther King, for a Best Picture award.

So there is no reason to suspect the members of the Academy for doing anything other than voting for what they believe to be the best artistic work by distinguished artists, with no regard to color or creed. Isn’t that what true diversity and inclusion is all about?

Francois Basili is President of HumaNext and author of “Diversity and Inclusion at Work”, an off-the-shelf diversity and inclusion training program. See also our HumaNext 2015 Event covering diversity and inclusion training and certification on this page.

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Diversity and Inclusion Training and Certification

You May Get Certified Online or a combination of live event plus online- on diversity & inclusion or many other vital topics - to deliver to your internal or external clients. Learn more here: 

You may also attend a live event - HumaNext 2015 -to experience diversity, inclusion, and cultural competency first hand then get a shorter post-event online certification.

Click to learn about our live HumaNext conference

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We Can Deliver It at Your Organization, Or You Can Deliver It Yourself


Our pioneering, nationally recognized "Diversity at Work" training effectively brings all 'different' people together. As it celebrates diversity, the workshop also emphasizes the importance of unity and shared values within a unified organizational culture.

Click the link below for more information on our Diversity at Work workshop..

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Diversity & Inclusion at Work Customizable Workshop Template: Just Buy and Deliver

We have created the ultimate tool to help you produce and deliver a Diversity at Work workshop that projects your organization's mission, message, and culture. We put all the key elements of our pioneering Diversity at Work Workshop in a friendly MS Word file template that you can customize and use. You will get all the important information you need to deliver, from the business case for diversity, the value of diversity at work, the respectful workplace, the relationship to Affirmative Action and EEO requirements, to creating diversity councils, and implementing diversity programs.

But the program does not just deliver important information. It delivers a series of exercises and group activities that bring the concept and practice of valuing diversity to participants in a powerful training session. These exercises will help participants develop a positive appreciation of diversity at work.

The complete, customizable package of materials included in this program: Facilitator's Guide, Slides, Assessments, Handouts, and Participant Workbook, makes this ready to use program all you need to customize and deliver a powerful diversity awareness training at your organization, with minimum investments in time, effort and money. Just plug in your organization's logo, mission statement, diversity statement (We give you examples) and you have a complete program.

Order Diversity and Inclusion workshop one user license for $195.00

  • Click to Order at HumaNext Store
  • Order Diversity and Inclusion Organization License for $1995.00

  • Click to Order at HumaNext Store
  • for inquiries or to request sample before purchasing please contact us at

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    We Pioneered Diversity as a Corporate Culture Force

    In the early days of diversity training, in 1990, Hospitals magazine, the leading healthcare publication in the United States, interviewed Francois Basili about his pioneering work in integrating diversity into the corporate culture as part of good employee relations and good customer service, not as a separate program. The Bureau of National Affairs invited Basili to participate in their multi-volume video based training program, "Bridges."

    As our early work in this field attracted national recognition, our current work in taking diversity to its logical next step is achieving similar recognition. Our new training workshop, "Diversity at Work" is already helping leading organizations set a new standard for their diversity programs.

    Click for Diversity at Work workshop


    Basili's Diversity Training Covered by National Magazines


    Francois Basili ( currently president of Communication Ideas) as appeared in his interview piece by Hospitals Magazine, which covered his early pioneering work in diversity training in 1990. In spring, 2003, Diversity Inc. magazine interviewed Basili for his views on cultural diversity and its effect on the situation in Iraq.

    Contact us for information at 1-973-427-3004
    Click for Diversity at Work workshop


    Dialogue! Now You're Talking Video Series for Diversity Training


    Dialogue! Now You're Talking Series consists of four video-based training programs:

    Program 1. Communicating in a Diverse World.
    • Overview. What is dialogue - contrasting debate and dialogue.
    • Initiating Dialogue - how to do it, where to do it.
    • The skills of Dialogue - Suspension (of judgment, decision making and status)
    • Listening (with empathy, for understanding, showing you care)
    • Discovery (uncovering and sharing hidden assumptions in yourself and others).
    • Includes a dramatization of how Dialogue helps us communicate across job functions, helping improve relations between people at different levels within the organization as well as between different departments or areas of expertise.
    Program 2. Dialogue for Cultural Understanding.
    • We apply the skills of dialogue outlined in Program 1 to challenges faced in culturally diverse work environments.
    • We see a dramatization that demonstrates how dialogue can be used to open communication, uncover hidden assumptions, break down stereotypes and facilitate more productive relationships.
    Program 3. Dialogue between Genders.
    • A dramatized dialogue shows us how the skills we learned in Program 1 can be used to overcome misunderstandings, break down gender stereotypes and improve communications between men and women at work.
    Program 4. Dialogue among Generations.
    • We demonstrate how the skills of dialogue can be used to bridge the personal and professional style differences that exist between employees of different ages.
    • We uncover how divergent personal and world views common to people of different generations can lead to misunderstandings and distrust and how dialogue can help overcome age barriers and build more productive workplace relationships.

    Purchase any one program of the above programs for $625.00

    Purchase any two programs For $1062.50

    Purchase any three programs For $1462.50

    Rent any one program of the above four $295.00 <

    Purchase all four programs for $1875.00

    Support materials include a comprehensive facilitation guide, reproducible handouts, pre- and post-assessments, and PowerPoint slides for classroom presentation.

    To order any of the above or for a Free Preview of this video program email your request and business contact information to 


    Generational Diversity: How To Communicate With Generation Y

    Generation Y members have been molded by Instant Messaging (IM). Having grown with the Internet and cell phones as natural day-to-day devices, the "Y'ers are used to constant communication with their peers and immediate responses to their questions and requests. This culture of instant, short communication, with short, abbreviated text and videos, has made Generation Y a group of fast, visual, and social humans, while rendering them impatient and intolerant of rules and regulations.

    And for better or worse, they now populate the workplace. How can you work and communicate more effectively with them?

    One key principle is to modify your communication style. After all, one of the key principles of effective communication is to speak the language of the listener. So to reach Generation Y you need to adopt their communication style, using faster and shorter sentences, engaging them in more frequent communication, and expecting and providing faster responses. Generation Y members are more social and need to be more in touch with their peers, particularly through technology. Providing them opportunities to work in teams will be very helpful to them and the organization. They also need to explore and use the latest technologies at work.

    Creating a culture that respects and encourages these special preferences will ensure that Generation Y members will perform better and feel better at work.

    You can get certified to run our Diversity at Work program for your organization or clients. See  

    For a training segment on Generational Diversity, see our Diversity At Work workshop on this page.


    Diversity at Work Onsite Workshop

    Our powerful 'Diversity at Work' one day or half a day workshop brings to the forefront the tremendous value of respecting "The Other: and working in harmony with people from different cultural, social, and personal backgrounds. This next wave of diversity training is the right concept for today;s reality, and it's the right business investment in building good employee relations, respectful corporate culture and exceptional customer service.

    No wonder national magazines like Hospitals, and leading training organizations like "The Bureau of National Affairs" have recognized our work and collaborated with us on the Diversity issue. Learn more at Click for Diversity at Work workshop

    What Participants Said About our Diversity Session at Stevens Institute of Technology


    Recently, Francois Basili delivered a ninety minute presentation on Diversity at Work and Cross Cultural Communication to the Graduate Program at Stevens Institute of Technology in New Jersey. Here are some of participants' comments in the evaluation sheets; - Excellent presentation. Very informative./ - Very helpful to understand our differences./ The speaker was very well prepared. Nice sense of humor./ - Excellent role playing activities. Very informative. I can change for the better./ - Surely it is applicable to my work.

    Click for Diversity at Work workshop


    This is what a director of research at the second largest library system in the world wrote in the evaluation sheet of our Diversity at Work workshop.

    Whether your employees are holders of a Ph.D. degree like this research director, or high school graduates like some of our other participants, they will benefit equally from our inspiring and powerful Diversity at Work workshop.

    For an onsite training session at your organization, call us for our Diversity Overview Proposal at 1-973-427-3004

    Click for Diversity at Work workshop


    Diversity Case-Study: When Men and Women Refuse to Shake Hands at Work

    In a workshop on Diversity at Work I was giving, a participant related the following incident. He said that a new female Muslim employee arrived on her first day of work wearing the Muslim 'Higab' dress, covering her entire body, except her face. When colleagues came to welcome her, she refused to shake their hands. She explained that she could not do this for religious reasons based on the teachings of Islam. Her colleagues felt embarrassed and uncomfortable. Some asked, 'how come we are supposed to accommodate her and she is not supposed to accommodate us? What about 'our' values and customs of openness and equality? Do we have to sacrifice them and settle for a culture that separates the sexes? "How is diversity supposed to help in this case" the participant asked me.

    An article in the New York Times Magazine of 10/27/2002 gave us another interesting case in which a reader wrote to The Ethicist column: "The courteous and competent real-estate agent I'd just hired to rent my house shocked and offended me when, after we signed our contract, he refused to shake my hand, saying that as an Orthodox Jew, he did not touch women. As a feminist, I oppose sex discrimination of all sorts. However, I also support freedom of religious expression. How do I balance these conflicting values? Should I tear up our contract?

    The New York Times Magazine's ethicist, Randy Cohen, advised the reader with the following: "you are entitled to work with someone who will treat you with the dignity and respect he shows his male clients. If this involved only his own person- adherence to laws concerning diet or dress, for example- you should of course be tolerant. But his actions directly affect you. And sexism is sexism, even when motivated by religious convictions. I believe you should tear up your contract."

    These two cases illustrate the fact that sometimes there are no clear or easy answers to the tough questions of living and working effectively in a culture of diversity. But this should not stop us. There is no doubt that the American workplace has become increasingly diverse, with people of different cultures, ethnicities, religions, abilities, styles, and sexual orientations work together and deal with each other on daily basis. The concept of diversity calls upon us to have a mind set open enough not just to accept differences but to value and celebrate our differences. Differences are considered a source of strength, which they are. In teaching diversity, we need to go beyond the generic call for tolerance, and delve deeply into the "how-to" of working together when we are different.

    My answer to the participant's question was this: "The two sides in this scenario, the Muslim woman and the organization represented by its HR department, needed to take a more proactive approach that would lessen the negative impact of the situation. Since it was clear that the woman dressed differently for religious reasons, the HR people should have asked her about any special needs she might have, and about how she planed to work with men. The Muslim employee also has an obligation to understand the impact of her behavior on others. She should take a proactive stance in making her special needs known to the HR people. In this case, they might have been able to talk to the department about her "no shaking hands"€™ requirement, which might have averted the embarrassing situation. This applies also to the case of an employee with any kind of disability.

    The other part of my answer was that in the long term, the Muslim woman will be judged by her colleagues on the basis of her human interaction with them, not on her dress or costumes. They will like or dislike her as they would any other person, based on how she relates and works with them, whether she is truthful, graceful, and kind, and what personal traits and qualities she has. If she turned out to be a great person, her colleagues would easily forget and forgive the "no shaking hands" incident. If she turned out to be a difficult person or worse, they would avoid her and relate to her negatively. As far as the organization is concerned, the test would be how she performs her job, including how she works with others to get things done.

    It is important to realized that diversity's call for treating people as equal does not mean treating them as if they were similar. People are equal in their right to dignity and respect, but they are not equal in their abilities, nor should we mistakenly think that they are similar. It has been said that people are similar in 95% of what they think, feel, and do. But it is the remaining 5% part that causes all the problems. Effective Diversity training helps people become more open to differences in general, and more skilled in handling this problematic 5% part in particular.

    (c) Francois Basili- president of HumaNext -

    You can learn more on the issues of diversity and inclusion by becoming certified online. Register at: 

    Click for more details about our powerful Diversity @ work Training


    What Is the Most Loving Way I Can Resolve this Conflict?

    This is what Martin Luther King used to ask himself upon encountering conflict. It is a question managers would benefit from asking when faced with conflict at work. It is also a principle they can apply in their communication and management styles for a more effective way to resolve conflict and build teamwork.

    Trying to tackle conflict in a loving way is a very good lesson to learn from a man who peacefully and lovingly endured all kinds of physical and psychological violence; harassment, threats, beatings, and even bombings. He went to jail 29 times to achieve freedom and dignity for others.

    The principle of non-violence is as useful and effective in social change as in corporate culture change and performance improvement change. A manager must make sure that he / she does not do violence to the dignity of the people supervised. But unfortunately many managers are totally unaware of this most important of their obligations. The result is that they create a toxic workplace where people walk around with wounded spirits and damaged dignity.

    In celebrating King's Birthday, Black History Month, and diversity initiatives, an organization should take a wider view of the meaning of Dr. King's life and principles, and find practical ways to put these principles to work in the workplace. Offering a conflict resolution training program which incorporates the habit of asking "what is the most loving way I can resolve this conflict?" is one of the practical ways of truly celebrating diversity at work.

    © HumaNext. You can publish this article in your publication by ordering our "CommUnicate!- Articles for Publications"- Visit:  

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    Lessons from Nelson Mandela

    The life, work, and words of Neslon Mandela offer us an insight into the qualities of great leaders. Here are some of his best thoughts:

    • It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.
    • A good leader can engage in a debate frankly and thoroughly, knowing that at the end he and the other side must be closer, and thus emerge stronger. You don't have that idea when you are arrogant, superficial, and uninformed.
    • There is no passion to be found playing small - in settling for a life that is less than the one you are capable of living.
    • If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart.
    • There is nothing like returning to a place that remains unchanged to find the ways in which you yourself have altered.
    • For to be free is not merely to cast off one's chains, but to live in a way that respects and enhances the freedom of others.
    • I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.
    • There is no easy walk to freedom anywhere, and many of us will have to pass through the valley of the shadow of death again and again before we reach the mountaintop of our desires.


    The Diversity Series: 4 Complete Video-based Programs

    We have comprehensive video-based training programs on diversity and the respectful workplace. You can purchase these programs to facilitate them yourelf, or invite us to facilitate them for you.

    The Diversity Series is a series of 4 programs designed for managers and employees. We focus on the legal, ethical and practical definitions of diversity and address some of the complex issues organizations and employees face. We explore issues of communication styles, workplace values, conflict, stereotypes, fear and building productive workplace relationships with those who are different from us in a variety of ways. Program Contents:

    Program 1, On the Threshold of Change, is the overview module. We explore the definition of diversity and how it can impact our work lives.

    Program 2, Gender and Sexual Orientation Workplace Issues....

    Program 3, Race, Ethnicity, Language and Religion Workplace Issues.

    Program 4, Age and Physical Ability Workplace... Scenarios: Each program in The Diversity Series includes dramatizations designed to help focus and stimulate discussion. There are 6 of these scenarios in the series. They are sold separately under the title:

    Diversity Training Scenes.

    Diversity Training Scenes is intended to provide trainers, managers and employees with powerful tools that can stimulate discussion and promote behavioral changes around the issue of diversity in the workplace. The training scenes can encourage dialogue that will bring race, gender, sexual orientation, age, religion, physical ability and other diversity issues out into the open where they can be effectively addressed. Program Contents: Diversity Training Scenes consist of 6 workplace dramatizations, each followed by a discussion of the issues presented. The social, legal and psychological impact of the events in each scene is examined, providing a forum for an open exchange of information and opinions.

    Purchase any one program of the above five $625.00

    Rent any one program of the above four $295.00
    Purchase all four programs for $1875.00

    For a free online preview of this series or to place an order, please send your request with the title of the video/videos and your complete business information to


    The ADA Revisited


    The ADA Revisited is based onthe White Ribbon Award Winner, The ADA On Video

    Program Objectives

    The ADA Revisited is intended to inform managers and other employees about
    the opportunities and legal responsibilities organizations and individuals face under the
    Americans with Disabilities Act. It is an excellent way to allay fears and misconceptions
    about the ADA while sensitizing employees to the benefits of a diverse workforce that includes
    persons with different abilities.

    Program Contents

    The ADA Revisited combines analysis of the ADA by a team of legal experts as well as
    interviews with employees with disabilities and their managers to provide a balanced view of
    the impact of the ADA in today’s workplaces. We examine the law’s requirements regarding
    interviewing and hiring practices, what constitutes equal access to employment benefits and
    training, how to determine the “essential functions” of a job, as well as what “reasonable
    accommodations” are and when they are needed.

    Support Materials

    The ADA Revisited comes with a comprehensive facilitation package that includes a training
    guide with course outlines for shorter or more complete training, reproducible handouts, and a
    Questions & Answers publication from the US Department of Justice and the EEOC.

    Available in DVD or VHS format.

    Purchase price $625.00

    Rental for one week $295.00

    To order this video program or for a Free Preview, email your request and business contact information to 


    AWESOME! Generation Y Training Video Program

    AWESOME! A New Generation Y Training Video Program- Two videos in one complete training package for $625

    Part 1 - A New Generation @ Work  - Part 2 - Engaging Gen Y

    Overview: What makes Generation Y different? What experiences have influenced their attitudes, values and work styles? What do they need to be successful at work? How can organizations engage and inspire them to maximize their impact and productivity? These questions are becoming increasingly important as the largest generation in history begins entering the workforce.

    In the next few years, Gen Y will constitute 38% of all employees. They are smart, adaptable, energetic, skilled and eager to make their mark. At the same time, these young people do things differently and enter the world of employment with great expectations and a culture that may be unfamiliar to many of us.

    Program Contents: To help you better prepare for the task of engaging, inspiring and productively channeling the energies of your new employees, we have created AWESOME!, a 2-part video-based training program. Part 1, “A New Generation @ Work”, presents 24 Gen Y employees from a wide range of occupations who share what makes them tick. Part 2, “Engaging Gen Y”, introduces 5 managers who present their views on how to help Millennials succeed. You’ll be enlightened, energized and entertained!

    Support Materials: A comprehensive facilitation package accompanies the program and includes a facilitator's guide, PowerPoint slides, reproducible handouts and program transcripts.

    Purchase price $625

    To order or request a Free online preview, send your complete busness information and the title of the video to:

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    Learning from what Dr. King Did Not Say

    We can learn a lot from what Dr. Martin Luther King said in his speeches, such as his famous "I have a dream" speech during the March on Washington. Here is an interesting way of learning from what he did not say.

    Leaders Must Have a Dream

    It is important to note that Dr. King said “I have a dream” and did not say I have a strategic plan. This does not mean that leaders should not have strategic plans. Strategic plans have their value. But they in themselves do not excite anybody and may end up gathering dust on the executives’ shelves. Even before having a strategic plan, a leader must have a dream that can excite people enough to pull together to achieve it. As a leader in your field, what is your dream?

    Moving from Complaining to Creating

    We also note that Dr. King did not stand in front of his supporters, and the world, to tell them how badly he and his people were treated. He did not recite a list of grievances and complaints, even though he had many. He moved beyond “complaining” and chose instead to be “creating”. So he created his dream which was not just for his people, but for humanity at large. Examine your communication style and ask: Do I focus more on complaints, grievances, and problems, or on aspirations, gratitude, and hope?

    © HumaNext. You can publish this article in your publication by ordering our "CommUnicate!- Articles for Publications"- To do that please contact us via email 


    The Fort Hood Killing: Is Diversity to Blame?

    When US Army Major Nidal Hasan shouted Allahu Akbar “God is great" and then opened fire killing 13 people, Time magazine (November 23, 2009 ) wrote an investigative article where some of the people interviewed blamed diversity and political correctness for people’s failure to confront Hasan earlier. Below are the parts that relate to diversity excerpted from the long article, followed by comments and questions for those working in the diversity and human resources fields.

    Excerpts from Time’s Article:

    When an Army officer is reported to proudly call himself a Muslim first, an American second; when he appears at a public-health seminar with the PowerPoint presentation "Why the War on Terror Is a War on Islam"; when he applauds the killing of a U.S. soldier by a Muslim convert at an Arkansas recruitment center; and when he is caught corresponding with a radical imam in Yemen who has called on all Muslims to kill American soldiers in Iraq, you wonder just how brightly the red lights had to flash before anyone was willing to stop and ask some questions.

    The first alarms began to sound while he was still in training. "He was very vocal about being a Muslim first and holding Shari'a law above the Constitution," says an officer who attended the Pentagon's medical school with Hasan. This officer was so disturbed when Hasan gave a talk asserting that the U.S. was waging a "war on Islam" that he challenged the lieutenant colonel running the course. "I raised my hand and asked, 'Why are you letting this go on? This has nothing to do with environmental health,' " which was the actual focus of the course. " 'I'm just going to let him go,' " replied the lieutenant colonel, who had even approved the topic in advance.

    The vital question for the military and our own security is whether political correctness — or the desire to protect diversity — prevented the Army from recognizing and dealing with a problem in its midst, a problem in plain sight. According to a co-worker, Hasan would not even allow his photo to be taken with female colleagues. "People are afraid to come forward and challenge somebody's ideology," explains Hasan's classmate, "because they're afraid of getting an equal-opportunity complaint that can end careers."

    HumaNext’s Comment:

    It seems that there is a major fault in the way some American organizations, including the US Army, understand and apply the diversity and inclusion principles. Diversity and inclusion aim at enabling people to work and interact effectively across any and all differences, including cultural, ethnic, generational, gender, abilities, and other differences, without discrimination or harassment. This should not make people afraid to question what is obviously wrong and dangerous just because it is committed by a person of a different religion, culture, or value system.

    Adopting diversity and inclusion should not involve denying or surrendering our own American cultural values of liberty, democracy, equality, women’s rights, free ideas and markets, social justice, and a respect for the Constitution that protects these values. Any diversity training that does not deliver this message is not serving the corporation, or the country, well.


    1. Did Major Hasan’s behavior and utterances prior to his committing this terrorist act warrant questions, objections, and actions from his colleagues and superiors? How best should this type of behavior be handled by superiors and colleagues?
    2. Has the diversity movement created a culture of fear of being called racist, sexist, or other adjectives to the degree that employees are afraid to raise questions even in the face of the most alarming behaviors and words like those of Major Hasan?
    3. How can organizations balance the need for a respectful workplace of diversity and inclusion that bans discrimination and harassment, with the need to effectively evaluate warning signs and troubling behaviors on the part of people who abuse the diversity ideals?

    Send your thoughts for publication to  


    Readers’ Responses to the article, “The Fort Hood Killing: Is Diversity to Blame?”

    (See the article itself above). Here are some of our readers' responses:

    1- We all need to learn how to clarify our own values, not just assume things about ourselves. When the values of other people are in opposition to mine, that does not necessarily mean they are bad. However, if those values are going to hurt or undermine any system or anyone that I consider to be of great value, I have a responsibility to address or confront that other entity--respectfully--but address the issue nonetheless! Thank you for your newsletter and the work you do.

    - Marlene Kukla U. S. Bank- Wealth Management Technology and Solutions- Learning & Knowledge Team

    2- I’m not an HR expert, but it seems that if everyone is held to the same diversity standards – including individual contributors – and it becomes part of a person’s performance criteria, then it can be OK for a superior to counsel and if needed, reprimand the individual for behaving against those criteria. My understanding is that if I do something that even causes a person to feel uncomfortable or unwelcome at work, I can be held accountable for that behavior. In the Fort Hood case, the person refused to be photographed with women (discrimination) and he made others uncomfortable with his comments / behavior – not to mention making threatening remarks.

    I wonder what training the environmental course instructor had on Diversity and Harassment. There needs to be more effective training on both Diversity and Harassment – understanding the spirit of the law and not just the code itself AND how to interpret the law and TRANSLATE it into behavior. Then performance objectives between both Diversity and Harassment need to be fully in place and adequately explained at all levels of the organization. And lastly, each individual needs to be held accountable for their behaviors for both Diversity and Harassment. These steps might then make others feel more comfortable about speaking up – and the ‘Big Picture’ in cases like this one can be more easily perceived and managed.

    - Mary Okocha Manager : Corporate Communications - Safeway, Inc.

    3- First, I am shocked at the Time Magazine excerpts. “When an Army officer is reported to proudly call himself a Muslim first, an American second…” for instance. Given that Islam is a religion and being an American represents a nationality the phrase is simply nonsensical – the two are not in conflict, any more than saying that being a Catholic or a Jew are in some way in conflict with being an American.

    Second, the US Army and American organizations in general had better get used to diversity if the US is to stay near the top of the pile throughout the next era – the era of creativity. In its ‘Advice the Nations’ the World Bank (not renowned for its endorsement of creativity) said: “In the age of global capital flows, only centers of innovation will be able to permanently capture the interest of investors.” In other words in the upcoming era, innovation (i.e., creativity) will be the new currency. This is important because creativity is promoted by diversity. Thinking creative thoughts requires diversity of ideas and the more diverse the pool of human experience, the more diverse will be the ideas that emerge, and the more creative will be the resulting products.

    - Andre P. Walton, Ph.D. Creative Paths, Reno, Nevada

    4- Thank you for your informative and thought provoking article. I had not read the Times article, so much of this information was new to me. I am at a loss to understand how the United States Army could ignore the comments and behavior of this individual, who was charged with the protection of United States citizens! While faithful members of the armed forces have been forcefully ousted due to their sexual orientation, how could this man, who freely expressed his disdain for the American culture and people, have been allowed to remain in a position of power, when he so clearly expressed his views! And now 13 US citizens are dead. I have no doubt that we will provide Major Hassan with all the rights and privileges he enjoys as an American citizen, after we bury the victims of his jihad.

    - Kathleen Gutknecht


    Can One Person Change the World? Rosa Parks as a Model

    If you ever doubted your capacity for making significant impact on your work, your organization, or even your world, just examine the impact that Rosa Parks had left on the world, with one simple, courageous act. She did not have special skills that no body else possessed. She did not necessarily know better than others. She did not have better education, or connections, or wealth. She seemed as simple and powerless as they come.

    Yet it turned out that she was not powerless at all. It turned out that she, a simple individual, had all the power anyone can ever dream of having. That power is available to you too. It's inside you, just looking for your decision to release it, as Rosa Parks did when she refused to give up her seat on the bus for a white man.

    One of the amazing secrets of life is that changing the world is a power that lies in the hands of ordinary individuals, if only they realize and exercise that power. And you don't have to go to the end of the world to do it. You can do it right where you are now. Perhaps where you work or where you live. Rosa Parks did it on the bus she was riding. By her simple yet powerful act of defiance, courage, and moral dignity, she inspired the civil rights movement in the United States, and many similar struggles around the world.

    Ask yourself: What did Rosa Parks had that I don't have? Ask yourself: In what ways can I change the world by starting from where I'm now?

    © HumaNext. You can publish this article in your publication by ordering our "CommUnicate!- Articles for Publications"- Visit:  


    Why and How to Celebrate Women's History Month at Work

    If your company doesn't celebrate Women's History Month (March), you may want to suggest to your HR department, training office, or employee communication office to do so. Here is a quick background of the IWD and how some leading corporations support it.

    In 1908, Women's oppression was spurring women to become more vocal and active in campaigning for change. 15,000 women marched through New York City demanding shorter hours, better pay and voting rights.

    1911 saw women's 'Bread and Roses' campaign. 1913-1914 On the eve of World War I, Russian women observed their first International Women's Day on the last Sunday in February 1913. In 1914 many women across Europe held rallies to campaign against the war and to express women's solidarity.

    1917 On the last Sunday of February, Russian women began a strike for "bread and peace" in response to the death over 2 million Russian soldiers in war. Opposed by political leaders, the women continued to strike until four days later the Czar was forced to abdicate and the provisional Government granted women the right to vote. The date the women's strike commenced was Sunday 23 February on the Julian calendar then in use in Russia. This day on the Gregorian calendar in use elsewhere was 8 March, which is the current day of celebration around the world.

    1918 - 1999 For many years the United Nations has held an annual IWD conference to coordinate international efforts for women's rights and participation in social, political and economic processes.

    1975 was designated 'International Women's Year' by the United Nations. Women's organizations and governments around the world have also observed IWD annually on 8 March by holding large-scale events that honor women's advancement while diligently reminding us of the continued vigilance and action required to ensure that women's equality is gained and maintained in all aspects of life.

    2000 - 2007. The new millennium has witnessed a significant change and attitudinal shift in both women's and society's thoughts about women's equality and emancipation. The unfortunate fact is that women are still not paid equally to that of their male counterparts, women still are not present in equal numbers in business or politics, and globally women's education, health and the violence against them is worse than that of men.

    However, great improvements have been made. We do have female astronauts and prime ministers, school girls are welcomed into university, women can work and have a family, women have real choices. And this year Hilary Clinton has waged a serious campaign for the Office of the President of the United States. And so the tone and nature of IWD has, for the past few years, moved from being a reminder of the negatives to a celebration of the positives.

    Annually on 8 March, thousands of events are held throughout the world to inspire women and celebrate their achievements. Many initiatives connect women from all around the world ranging from political rallies, business conferences, and governmental activities and networking events through to local women's craft markets, theatric performances, poetry readings, fashion parades and more. Many companies have started to actively support IWD by organizing internal or external events.

    For example, on 8 March Google usually changes its logo on its global search pages. Corporations like HSBC host the UK's largest and longest running IWD event delivered by women's company Aurora. Last year Nortel sponsored IWD activities in over 20 countries and thousands of women participated.

    Accenture supports more than 2,000 of its employees to participate in its International Women's Day activities that include leadership development sessions, career workshops and corporate citizenship events held across six continents. Accenture also coordinated am IWD webcast featuring stories about Accenture women worldwide that ran uninterrupted for 30 hours across 11 time zones via Accenture's intranet.

    The United States designates the whole month of March as 'Women's History Month'. So what are you going to do to join this international celebration? Why not form a team to brainstorm ways to support women at your workplace and around the world.

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    Valuing Diversity Self-Inventory Profile for Trainers and Consultants - Reproducible Or Online


    The Valuing Diversity Profile is a self-scoring, self-inventory designed to profile participants' extent of knowledge, awareness, and practices relating to the issue of diversity.

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    Time mag Founding Father.jpg

    Tell Them about the Dream, Martin

    When a woman in the crowd said, “Tell ‘em about the dream, Martin”, she didn’t know that her request would change the course of history. The woman was Mahalia Jackson, and the man she addressed her request to was Martin Luther King, Jr. The speech so far was ordinary, and didn’t have the fire that people amassed before the Lincoln Memorial expected and needed from the civil rights leader. The event was televised to the entire nation and President Kennedy was watching from the While House. The speech suffered from being worked over by so many hands, and it was not smooth or inspiring. Upon hearing the woman’s request, King left his written text and started to “tell them about the dream”.

    In its special issue titled “Founding Father”, Time magazine of August 26, 2013 completes the story this way: The moments of ensuing oratory lifted King above the tumult of history and made him a figure of history- a “new founding father,” in the apt phrase of historian Taylor Branch. Time’s celebration of the fifty year anniversary of the dream speech talks about “One Man, One March, One Speech, One Dream:

    • One Man: With a single phrase, King joined Jefferson and Lincoln in the ranks of men who’ve shaped modern America.
    • One March: They planned, organized, led, and inspired a march that changed the nation.
    • One Speech: Casting aside his script, King preset every standard for political oratory. Presidents ever since have been trying to match his words, power and moral authority.
    • One Dream: America has both exceeded King’s dream and come up far short on measures of equality. The march goes on.

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