LEADING ACROSS DIFFERENCES FACILITATOR'S GUIDE SET

Pick your country, and pick your organizational context and you will find groups of people who are being asked to work side by side with other groups with whom they lack shared understanding and common ground. For example, Protestants and Catholics are recruited to work for high-tech computer companies in Norther Ireland. Devout Jewish nurses must care for expectant Palestinian mothers in a hospital in Jerusalem. A U.S. food processing plant suffers from poor morale and repeated work stoppages due to the inability of line managers to create an environment in which Native Americans, African-Americans, European Americans, and Hispanics can work together. An international, non-profit relief agency is incapable of delivering food to the hungry because of power struggles between top officials who represent different national backgrounds.


As these examples illustrate, dynamics in our global society are increasingly spilling over into the workplace. The need for practical, relevant, and usable information about how to lead in our increasing flat world is in high demand. This training tool provides examples of and perspectives on concepts and situations important to leading across differences. With 14 rich cases gleaned from interviews of over a hundred people in over twenty organizations on five continents, the authors offer new ways of thinking about leadership challenges. Each case includes a case summary, case text, facilitation questions, expert perspectives on the case, and suggestions for further action, participants will experience a variety of situations and will be exposed to multiple sets of commentaries to help them make sense of the issues and possibilities associated with leading across differences. The authors guide facilitators through a process of not providing participants with the "right" answer for all possible situations, but rather a framework and process for better understanding their context and taking appropriate action.

Kelly Hannum, Ph.D is Manager of Research at?CCL's Greensboro?campus. Her areas of expertise include?program evaluation and global leadership development. She has published, presented, and taught in a wide variety of venues internationally. She has also managed a variety of international research and evaluation projects and recently co-edited The Handbook of Leadership Development Evaluation.

Belinda B. McFeeters, Ph.D. is a Postdoctoral Research Fellow at CCL.

Lize Booysen, Ph.D. is Professor, Leadership and Change, Antioch University.

The Center for Creative Leadership (www.ccl.org) is a nonprofit educational institution that serves as an international resource for increasing the leadership capabilities of individuals and organizations. The Center's activities encompass leadership education, publications, assessments, events, and networks. Through its programs, CCL has a significant impact on some 20,000 leaders and 3,000 organizations each year. The Center is broadly recognized for excellence in leadership development and executive education by sources such as BusinessWeek, the Financial Times, and The Wall Street Journal.

Introduction.


PART ONE Planning and Running a Session.


The Advice Chapters.


Exercises.


Learning Outcomes.


Overview of Case Format.


Selecting a Case.


Assigning Additional Reading.


Creating a Session Agenda.


Facilitation Tips.


PART TWO Advice Chapters.


Chapter 1: Handling Difficult Conversations in the Classroom (Terrell L. Strayhorn).


Chapter 2: Teaching Inclusion by Example and Experience: Creating an Inclusive Learning Environment (Bernardo M. Ferdman).


Chapter 3: Building Safe Learning Environments (Laurien Alexandre).


Chapter 4: Using Film to Illustrate Different Perspectives (Clemson Turregano and Belinda B. McFeeters).


Chapter 5: Assessing Leadership Across Differences Sessions (Emily Hoole).


PART THREE Individual Exercises.


Exercise 1: Mapping Your Social Identities.


Exercise 2: Your Experience with Triggers.


Exercise 3: Identifying Faultlines.


Exercise 4: Cultural Values.


Exercise 5: Approaches to Difference.


Exercise 6: Cultural Intelligence (CQ).


Exercise 7: Your Leadership Practices.


Exercise 8: Examining Your Leadership Networks.


Exercise 9: Taking a New Perspective.


PART FOUR Group and Paired Exercises.


Exercise 1: Seeking Another Perspective on Social Identity.


Exercise 2: Your Experience with Triggers.


Exercise 3: Identifying Faultlines.


Exercise 4: Cultural Values.


Exercise 5: Approaches to Difference.


Exercise 6: Cultural Intelligence (CQ).


Exercise 7: Your Leadership Practices.


Exercise 8: Examining Leadership Networks.


Exercise 9: Exploring Mental Models of Leadership.


Exercise 10: Using Film in the Classroom to Illustrate Difference.


Resources.


References.


About the Contributors.


About the Editors.