(CNN) — The commissioner of the Cambridge, Massachusetts, police department said Thursday he “deeply regrets” the arrest of prominent black Harvard University professor Henry Louis Gates Jr., but stands by the procedures followed by his department. “I believe that Sgt. [James] Crowley acted in a way that is consistent with his training at the department, and consistent with national standards of law enforcement protocol,” Commissioner Robert Haas said, referring to the officer who made the July 16 arrest at the professor’s home (www.CNN.com)
This is exactly PART of the problem. Police officers are thoroughly trained to “control” … not to listen. I agree it was not either man’s best moment, however, having spent some time working with and talking to police officers, I have seen a great deal of emphasis expressed about how citizens should respond to police officers and not nearly enough on how police officers should respond to citizens … especially when dealing with unique situations that fall outside the realm of standard protocol.
Because Office Crowley followed standard operating procedures to the letter, he missed an opportunity. When Professor Gates allowed himself to be offended by the officer challenging him, he also missed an opportunity. Both men seem to have been inappropriate in their reactions and responses to each other. This incident emphasizes how quickly our perceptions and emotions drive how we behave.
Both of these men appear to have demonstrated a lack of emotional intelligence so that cooler heads could have prevailed. When a citizen does not immediately comply to an officer’s command, that action is seen as a threat. When a police officer does not immediately listen to the citizen’s side of the story, it is perceived as bullying. Police officers have a difficult job and they face dangerous situations everyday; but I think most understand that when they sign up for the job. Being a world-renown professor generally means certain privileges and expectations are afforded Professor Gates and this was called into question during this incident. This clash of the titans should have never reached the level of agitation it did.
The good news in this is that we are at least discussing ways to improve relationships between people of color and law enforcement. That said, I hope both men and the country use this incident as an opportunity to learn ways to be more respectful to each other People should be safe in their homes and law enforcement officers should be seen by citizens as the professionals I believe most of them truly are.
Dr. B
Getting the inclusion virus can be a great thing as viruses by their very natures duplicate and spread! Having the inclusion virus go viral is symptomatic of an organization that has learned to value diversity in all of its forms and has created a culture that has learned to leverage its diversities to increase and enhance the organization’s performance.
In the same way viral marketing is encouraged, viral inclusion needs a high “pass- along- rate” at a continued sustained level in order to create the greatest influence on other systems in the network. As marketing goes viral, customers actually begin marketing for the company.
When inclusion goes viral, the value of inclusion has become a “way of life” that has “infected” the system’s DNA. The effect of this virus is seen when all stakeholders, including the community and vendors, begin openly sharing in the success of the organization. The inclusion virus starts spreading and duplicating once leaders demonstrate they truly value all diversities. Leaders do this by seeing to it that accountability and resources are made available to support a well-designed inclusion strategy thus ensuring success to the organization’s financial performance.
How do you know inclusion has gone viral? Here are the “symptoms” of the inclusion virus in a team or organization:
• Effective communication and real listening is going on
• Working relationships are complementary and constructive – the focus is on possibilities not deficiencies
• Members do not run from conflict
• Change is seen as a way to innovate and create
• A strong network of support is in place for consistent review and evaluation of policies, practices, and performance standards that impact inclusion
• Inclusion is perceived by those in the organization as a real and legitimate corporate value that is supported from top leaders down
• Members of the organization are free to challenge the status quo
• Employees are proud of their organization and have a strong sense of belonging and well-being
• Innovation and creativity run rampant
• Employees feel respected and safe to contribute
• Members are passionate about their work and the organization’s success
• Critical thinking is the foundation for sound decision-making
What do organizations need to do to get the “inclusion pathogen” injected into the blood stream (organization’s culture) so it begins duplicating and spreading?
• Hold people accountable for their behaviors
• Consistently provide development and training on inclusion strategies
• Speak openly and honestly about inclusion strategies and behaviors that support Inclusiveness
• Establish a statement of intent and market the strategy to ensure it is well understood and communicated throughout the organization
• Tie your inclusion strategy to your vision mission and values and create shared values especially inclusion
• Change the conversation – tell a new story about the organization
• Make it safe to say no
• Recognize and reward behaviors you want replicated and sanction behaviors that need to stop
As inclusiveness becomes systemically integrated into the network of practices and behaviors, the system will experience deep change. Once the significance of inclusion reaches critical mass in acceptance as an organizational value, its influence in transforming organizational behavior becomes unstoppable and everyone may experience the positive effects of inclusion gone viral.
Dr. B
Share your thoughts
Category: Complexity and Change
We are living in the most complex time in our generation. Most of us are juggling multiple balls in the air and are scared to death we may drop one that may result in a major catastrophe. On top of all the layers of complexity, we are dealing with perpetual change every where we turn. Given so much of life is unpredictable, is it possible to find order in chaos? Is chaos and unpredictability a “bad” thing? How do you deal with complexity?
Dr. B
As a nation comprised of distinct individuals, we have and continue to struggle to understand what diversity really means. This term, diversity, carries so much negativity and baggage with it, the challenge to honestly discuss the subject may seem overwhelming at times. I often say we don’t really need more diversity as everyone on the planet is already diverse. What we are not is inclusive in our behaviors and attitudes toward each other. I contend we should stop focusing on what a person looks like (external packaging) and focus on what gifts, skills, or talents an individual “brings to the table”.
Do you believe we have done all we can to facilitate an understanding of what diversity really means in order to develop inclusive behaviors toward each other? If not, what else could we be doing?
Dr. B
Are you experiencing “diversity fatigue”? If yes, what does that mean to you and what do you think should or could be done about it?
This BLOG is dedicated to dealing with difficult work place issues. We will discuss how to positively yet effectively deal with some of the most demanding concerns for both bosses and employees. Some of the most pressing challenges to productivity, performance, and personal passion may be discussed here.
Having more than 25 years of coaching, training, development and mentoring experince, not much surprises me … but I do know because many experiences go undealt with over the years, minor problems are quickly grow into unacceptable behaviors and actions. I’m here to help.
I invite managers, leaders, employees and all concerned about these sensitive work space matters to join in the conversation. So let’s talk …. I am listening!
Dr. B
Over the years I have been asked over and over again how to deal with “bad bosses”. You know … those bosses that yell, lie, ignore, embarass, are unethical, dishonest, play favoritism, ignore conflict, won’t communicate or share information and never says thank you. What should the “worker bee” do?
Ideas and suggestions?
Dr. B