ing all the known structures and tools available within
the system.
Traditionalists and Baby Boomers bring a resolute work
ethic, which contributes to the team’s consistency and sets
strong examples for younger employees still learning the ropes
of a professional environment. Generation X and Y employees
bring a flexible working style with a focus on work–life balance that contributes to a healthy and dynamic work setting.
Tools for Leading Effective Teams
To create a professional environment that works well for
everyone, administrators should consider the following tools.
Set Ground Rules
Work teams that set ground rules or group norms are more
productive and cohesive. Ground rules establish policies by
which all members of the group can abide, ensuring a respectful and inclusive work environment for everyone. Ground
rules may include norms for engaging in respectful conversation and dialogue rather than confrontation, and may also
include agreed-upon modes of communication, such as
daily face-to-face discussions versus communication only
through e-mail. Three common ground rules any diverse
group should consider include:
1. Engage in active listening. Often we find ourselves
crafting responses or rebuttals when others are speaking,
rather than listening closely to them. Active listening
encourages every team member to listen to one another
to truly understand varied perspectives. Active listening
also leads to open-mindedness and a willingness to value
different perspectives.
2. Share air time. During meetings, individuals may
employ different communication styles. Some people are
extroverts and happy to take center stage to share their
viewpoints with groups. Others are introverts and speak
up only when they have something that they feel will be
of great benefit to the conversation. Individuals also may
have different values around communication and may
not be comfortable offering their perspectives or ideas in
a group setting. They may wait until everyone is finished
speaking before they speak their minds. If a group does
not allow additional time for individuals to share their
opinions, they may miss important information.
3. Give and receive constructive feedback. Teams must
accept a common model for giving and receiving constructive feedback if they are to proactively address challenges.
Constructive feedback means responding to another’s
words or actions in a way that demonstrates belief in a
person’s good intentions even if the impact of his or her
behavior is not positive. Constructive feedback allows
individuals to engage in dialogue rather than debate differences of opinion. Constructive feedback also can lead to
strategies for addressing challenges in the future.
Identify Common Goals
Although diverse teams have plenty of differences, it is important to focus on the commonalities they share, including the
common vision and goals for their work. In the hypothetical
student services office, Kurt, Mona, Matthew, and Rosemary
may have very different ways of seeing their roles and different
expectations for office culture. However, they can all agree that
their work is centered on creating a positive academic experience for every student. Identifying and reflecting on common goals is essential to maintaining a successful work team.
Administrators may consider engaging in team planning to
identify the team’s common values, recognizing that individuals may have different communication and work styles.
Reflect on Personal Lenses
It is crucial for individuals in a multicultural and multigenerational work team to take time to reflect on their cultural
lenses and how those lenses impact the way they view the
world. Often we are not aware of the impact that our culture
has on our behaviors and our interactions with others. Our
lenses influence our perceptions of colleagues and can lead
to misunderstandings and tensions if not addressed. On the
group level, teams should be provided with opportunities to
explore their diversity as a group, to identify their strengths
and challenges, and to develop strategies for working more
effectively. Creating activities that allow diverse teams to
explore their individual and group cultures together can be
both fun and educational.
Manage Tensions and Conflicts
In any work environment, tensions and conflicts will occur.
Different cultural lenses may lead to moments of misunderstanding, confusion, irritation, or anger. It is important to
develop both informal and formal mechanisms to address
such conflicts when they occur. Informally, administrators
should provide training for staff members on conflict resolution and dialogue building. In this way, small challenges will
be less likely to lead to major conflicts. On a more formal
level, administrators should identify an ombudsperson, or
other mediator, to ensure that major conflicts or grievances are
handled in speedy and appropriate ways.
Prepare for the Future
Looking ahead, we can see that multicultural and multigenerational differences will continue to present new challenges.
The average life span is estimated to reach 100 years; the U.S.
workforce is expected to be 50 percent people of color; and
the Millennial generation is expected to be larger than any
other generational group. Managers must prepare organizational teams to deal with the different work styles, values, and
communication modes of their staff members. Diverse colleagues can learn a great deal from each other as they contribute their values to work teams to achieve maximum productivity, cohesion, and innovation. LE
Maria Morukian, director of training and consulting for the National
MultiCultural Institute (NMCI), provides guidance and training to
organizations implementing diversity and cultural competence initiatives. She works with organizational leaders to develop strategic plans for
embedding diversity practices into their cultures, and designs and delivers
customized training programs across the country. She recently co-authored
Designing and Implementing Diversity Initiatives: A Guide for
Organizational Culture Change released by NMCI Publications.
