This is how an Aboriginal elder explains culture: “Culture is what was told to me by my elders, for me in turn to keep and use and respect, and to pass on. Culture is the foundation of Aboriginal knowledge – in art form, in dance, in story telling, in life. It’s about belief. Culture originates in the individuals contact with the land, which is passed on to his family and his family’s family. It is like a stream going into the ocean; a cultural bloodline.”(Des Thompson)

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HLTHIR404D QUESTIONS
SECTION 3: ENSURE WORK PRACTICES USED IN A CROSS CULTURAL CONTEXT
ARE GROUNDED IN AN AWARENESS OF ONE’S OWN CULTURE AND THE CULTURAL
REALITIES OF OTHERS
Activity 6
1 How is it possible to identify communication issues and ensure they are
addressed?
Research in the key to all this if you know who and what you working on or in
then you can communicate effectively with clients or coworkers in a productive
manner.
Knowledge is the second thing after you have competed the research on the
relevant topic, knowing how to apply this knowledge in the CSO. Example
ONE identify the problem/ issues at hand TWO apply the correct ethical
guidelines or code of conduct to the situation/issue THREE make an decision
on how the guidelines address the issue and your duty of care [if the
guidelines can't help you then you will need to determine the nature and
dimensions of the complication if in doubt always ask - seek further
assistance] FOUR brainstorm possible courses of action [not everything fits
into the same box] FIVE consider the possible consequences of all options
and determine the best course of action SIX evaluate the selected course of
action SEVEN implement the course of action. Ex.Using the tool below.
ONE seeing the other side of the coin, in applying this perspective on the
issue at hand. This brings about a change in attitude that the other
individual/party aren’t being evil, unkind, stubborn, or unreasonable. They are
applying the knowledge/cultural they have acquired over their lives.
TWO validation of the other individual's perspective, in acknowledging it
doesn’t always mean equal agreement. It is merely accepting that individuals
have different opinions from you own and they may have justifiable reasons to
hold those opinions.
THREE examine your attitude, what is your motivation is it about winning, or
being right? Or is it about building relationships, accepting others, and
prioritising on finding a solution to the issues at hand. Developing Empathy!!!
FOUR listening to the entire message that is being communicated, with your
ears, listen with your eyes, listen with your instincts and listen with your heart.
[Don’t interrupt individuals, non- verbal communication, using people names,
don’t wander off into space and stay in tune, just a smile,] FIVE ask the
individual for their perspective, never assume anything if in doubt it's better to
ask or seek further assistance from even a relevant external resource
[mediator/interpreter] this is definitely the case in cultural sensitive issues, as
it is written into legislation and the code of ethics this basic fundamental right

2. 2
of the individual/client in pursing their best interest or cultural rights are
protected. Keep in mind the following guidelines when working with diverse
cultures i.e. {A & TSI}:
Learn from generalisations. Don’t stereotype or oversimplify your ideas about
another person. The best use of a generalisation is to add it to your
storehouse of knowledge so that you are better able to understand and
appreciate other interesting, multi-faceted human beings.
Don't assume that there is one right way to communicate. Keep questioning
your assumptions about the ‘right way’ to communicate. For example, think
about your body language; postures that indicate receptivity in one culture
might indicate aggressiveness in another.
Don't assume that breakdowns in communication occur because other people
are on the wrong track. Search for ways to make the communication work,
rather than searching for somebody to blame for the breakdown.
Listen actively and empathetically. Try to put yourself in the other person's
shoes. Especially when another person's perceptions or ideas are very
different from your own, you might need to operate at the edge of your own
comfort zone.
Respect others' choices about whether to engage in communication with
you. Honour their opinions about what is going on.
Stop, suspend judgement, and try to look at the situation as an outsider.
Be prepared for a discussion of the past. Use this as an opportunity to
develop an understanding from ‘the other's’ point of view, rather than getting
defensive or impatient. Acknowledge historical events that have taken
place. Be open to learning more about them. Honest acknowledgement of the
mistreatment and oppression that have taken place on the basis of cultural
difference is vital for effective communication.
Awareness of current power imbalances and openness to hearing another
person’s perceptions of those imbalances is necessary for understanding and
enabling people to work together.
Remember that cultural norms may not apply to the behaviour of any
particular individual.
So in summary the three main areas are 1. Examine personal ethics - lead by
example, being self-aware 2. Being a team player-learning to work with others
that it is a two way street, (collaboration and compromise). Examine
tendencies to dominate situations or criticise or others. Praise others work
and receive praise graciously.3 Conflict resolution-life wouldn't be without and
thus it is an inevitable part of life. This enriching process brings about
Diversity of opinion, perspectives and ideas. In this Diversity we gain an
understanding of others point of view (walk a mile in their shoes), by
developing an honest and respectful expression of feelings. Just be letting go
of the trivial issues, and focusing on the greater depiction.
2 What are some of the communication issues that need to be addressed to
develop and maintain effective relationships with Aboriginal and/or Torres Strait
Islander clients and/or co-workers?
Communication: Aboriginal English may be difficult to understand at first; you
may need to have an interpreter present so the person can express
themselves in their chosen language. Indigenous people are more likely to
respond to an indirect question than a direct one. They may feel suspicious
about the reasons for blunt questions. They may also not respond to a
question where the answer is already known. Nonverbal communication: is a
natural part of Aboriginal communication. For instance, silence does not mean
an Indigenous person does not understand; instead, they may be listening,
thinking, remaining non-committal or waiting for community support or input.

3. 3
Time and trust may be required before people offer their opinion. They may
also prefer to defer to an older or more authoritative person. It is also usual for
Aboriginal meetings to be punctuated by long periods of silence and thought.
In some Aboriginal cultures looking a person directly in the eye is considered
rude or disrespectful. Likewise, pointing at a person when trying to emphasise
something should be avoided. Knowing about Indigenous people’s culture
helps provide an effective, efficient and appropriate service, while minimising
or eliminating cultural conflict. As Indigenous Australians have a close-knit
family and community system you may find you will also be dealing with the
extended families in relation to the care and treatment of their older relatives.
Understanding the family structure of Aboriginal people enables workers to
understand the role of extended families, as illustrated by the following
example. Example “A young Aboriginal woman has to go into hospital and a
consent form has to be obtained from her parents who live more than 100 km
away from the hospital. However, her extended families (uncles and aunts)
live nearby. Their kinship of respect and trust, as well as sharing and caring
for each other, allows either an uncle or an aunt to provide consent for the
young woman in order for her to get the treatment she needs.” Other aspects
of cultural life Birthing and ‘women’s business’ Birthing is ‘women’s business’
at which only women can be present. It is culturally inappropriate to involve
men in ‘women’s business’. Aboriginal women don’t like to be seen naked by
men. While women may accept a male doctor for consultation and information
sharing, it is good practice to ensure a female doctor is available to attend to
Aboriginal women who are giving birth. It is also a good idea to consult with
an Aboriginal health liaison officer or Aboriginal staff for ethical and culturally
appropriate advice and service delivery. Women’s business can also include
matters to do with the land or spiritual matters. Attitude to death: Indigenous
Australians have a particular approach to death. To speak or use the name of
a deceased person indicates lack of respect for the deceased and for their
bereaved family; accordingly, a deceased person may be mentioned only
indirectly. The name of a dead person is never mentioned and photographs or
videos of the deceased have to be destroyed. This can be important to know if
you are working in a hospital or a nursing home. Death ceremonies of
Aboriginal and Torres Strait Islander peoples can take up to two weeks or
even longer, depending on the status of the dead person. Clients or co-
workers may request extended leave to attend funerals. Give them time to
practise their ‘sorry business’; it is an important part of Aboriginal culture
where everyone expresses their grief. Refrain from thinking about the notion
of ‘walkabout’ when they haven’t returned on the day they are supposed to.
‘Walkabout’ is an insult to Aboriginal people. Time: Aboriginal observance of
time and measurement may sometimes cause concern or conflict in the
workplace because it is often in contrast to non-Indigenous attitude to time.
For example, a meeting may be due to start at a certain time, but it is not
uncommon for an Aboriginal person to turn up long after that because they do
not follow structured time and schedules. They call this Koori time.
Art and religion: Indigenous people express their ceremonial and religious life
through art, songs and dance. Art forms such as body painting, ground
sculpture, bark painting, woodcarving and rock painting and engraving can
represent multiple meanings about Aboriginal ownership of the land and their
relationships to ancestral beings. Often these arts forms are believed to be
manifestations of original ancestors who possessed special powers.
Activity 7

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1 What is cultural safety?
“Williams (1999, p. 213)” defines cultural safety as: an environment that is
spiritually, socially and emotionally safe, as well as physically safe for people;
where there is no assault challenge or denial of their identity, of who they are
and what they need. It is about shared respect, shared meaning, shared
knowledge and experience of learning together.
Cultural safety: ‘the outcome of education that enables safe services to be
defined by those who receive the service. Unsafe cultural practice is ‘any
action which diminishes, demeans or disempowers the cultural identity and
wellbeing of an individual’.
2 What are some of the communication strategies that might be employed to
support a culturally safe environment for delivery of health services?
CULTURAL COMPETENCE CONTINUUM
CULTURAL
DESTRUCTIVENESS
CULTURAL
INCAPACITY
CULTURAL
BLINDNESS
TOWARDS CULTURAL COMPETENCE
Characterised be intentional
attitudes policies & practices
that are destructive and
consequently to individuals
w ithin the culture.
. Characterised by lack of
capacity to help minority
clients or communities due to
extremely biased beliefs and a
paternal attitude tow ards
those not of a mainstream
culture.
Characterised by the belief
that service or helping
approaches traditionally used
by the dominant culture are
universally applicable
regardless of race or cultural.
These CSO ignore cultural
strengths and encourage
assimilation.
CULTURAL PRE
COMPETENCE
CULTURAL
COMPETENCE
CULTURAL
PROFICIENCY
Characterised by the desire to
deliver quality services and a
commitment to diversity,
indicated by hiring minority
staff, initiating training and
recruiting minority members
for agency leadership, but
lacking information on how to
manage these capacities. This
level of competence can lead
to tokenism.
Characterised by respect and
acceptance for difference
continuing self-assessment,
carefulattention to the
dynamics of difference,
continuous expansion of
know ledge and resources and
adaptation of services to
better meet the needs of the
diverse populations.
Characterised by holding
culture in high esteem,
seeking to add to the
know ledge base culturally
competent practice by
conducting research,
influencing approaches to
care, and improving
relationships betw een cultures
PROMOTES SELF
DETERMINATION.
Activity 8
It is necessary for health service workers to identify ineffective and/or inappropriate
communication strategies and to remodel them. This can help to support delivery of
health services and facilitate effective communication. Describe a number of (at least
six), appropriate communication strategies that should be utilised by health service
providers. Explain how the strategies you have listed would serve to facilitate effective
communication and would support delivery of health services.
Ability to listen and understand and hence good communication skills.
Willingness to collaborate and consult with others. Ability to accept and
respect the choices of other individuals, their needs, culture, values and
beliefs. Dedication to increasing independence and capabilities in others, to
share their skills and knowledge in a neutral environment and understanding
their needs, goals, and support needs. Having a positive attitude, and being
aware of realistic goals and limitations.
All communication should be design in such a way that it is immediate,
interactive, audience specific, personally managed, bi-directional and cost
effective. This is why it's imperative that CSO have strategies in place that
teach employees/clients communication skills, e.g. by setting in place
meetings, and other correct business communication activities. This will bring
about a work environment that is more harmonious for all concerned.
Communication plays a critical role in knowledge management. Employees
are the brain cells in the CSO and communication represents the nervous
system that carrier’s information and shared meaning to the vital parts of the

5. 5
CSO body. Effective communication brings knowledge into the CSO and
circulates it to the employees who require that information. Effective
communication reduces the "silos of knowledge" problem that undermines a
CSO potential and in turn allows employees to make informed decisions
about corporate actions. Effective communication is one of the most essential
goals of a CSO. [Spillan, Mino, @ Rowles, 2002] Research evidence suggest
that an effective manager is one who spends considerable time on staffing,
motivating, and reinforcing activities [Luthans, Welsh, @Taylor, 1988]
So Strategic communication is an intentional process of presenting ideas in a
clear, concise, and persuasive way. A manager/individual must make an
intentional effort to master communication skills and use them strategically,
that is, consistently with the CSO values, mission strategy. [Sperry and
Whiteman, 2003] provide us with a strategic communication plan, which
consist of five components. ONE outcome the specific result that an individual
wants to achieve. TWO contexts the CSO importance of the communication.
THREE messages the key information that staff needs to know. FOUR tactical
reinforcement - tactics or methods used to reinforce the message. FIVE
feedbacks the way the message is received and its impact on the individual,
team, unit, or CSO.
Cross -cultural communication can be challenging, difficulties arise from
difference in cultural values, languages, and points of view. CSO individuals
must be sensitive and competent in cross cultural communication, strategies
for improvement like writing down the message, repeating it, listening to the
entire message, asking question using different words, and creating a relaxed
atmosphere for communications.
"We didn't all come over on the same ship, but we're all in the same boat. "Or
"The ability to express an idea is well-nigh as important as the idea itself."
[Bernard Baruch, American financier and statesman.] The following principles
highlight the importance of building trust and mutual respect via the
engagement process and the reciprocal relationships and partnerships that
can result from effective engagement in communication strategies. A shared
vision – Valuing the experiences and aspirations of Aboriginal and Torres
Strait Islander people in developing a shared commitment for the future.
Mutual respect – Sharing, listening to and understanding the views, concerns
and experiences of others. Awareness – Learning about history,
cultures, societies, customs and contemporary experiences of communities.
Shared responsibility – Forging relationships in a context of reciprocity,
cooperation and obligation. Building capacity – Empowering Aboriginal and
Torres Strait Islander people in planning, managing and delivering policies,
programs and services. Improved coordination – Developing and delivering
related policies, programs and services in a more coordinated and integrated
way. Inclusiveness – Developing initiatives based on the views and
aspirations of the whole community, and enabling the involvement of those
least likely to have a say. Appropriate timeframes – Allocating appropriate
time to establish relationships and facilitate and enable the participation of
Aboriginal and Torres Strait Islander people. Sustainability – Giving priority to
initiatives that encourage self-reliance, sustainable economic and social
development, and that develop the capacity of communities to deal with
issues as they arise. Integrity – Developing initiatives in ways that build trust
and confidence between communities and government.
These are defined by the WHO (World Health Organisation) as: “The poor
health of the poor, the social gradient in health within countries, and the
marked health inequities between countries are caused by the unequal
distribution of power, income, goods, and services, globally and nationally, the
consequent unfairness in the immediate, visible circumstances of people’s

6. 6
lives – their access to health care, schools, and education, their conditions of
work and leisure, their homes, communities, towns, or cities – and their
chances of leading a flourishing life. This unequal distribution of health-
damaging experiences is not in any sense a ‘natural’ phenomenon…
Together, the structural determinants and conditions of daily life constitute the
social determinants of health.” In the Aboriginal and Torres Strait Islander
health setting this includes the processes of colonisation, dispossession,
racism, marginalisation, oppression, stigmatisation, paternalism & prejudice.
Skills and strategies that will help in CSO to work effectively with clients and
stakeholders in developing the communication strategy management plan.
FIRST is Emotional Intelligence, as in the CSO you will encounter lots of
different people. [Different cultures some will have disabilities, some will be
excited and enthusiastic to talk to you and others will be angry or frustrated.
This is why it is critical, and vital to develop emotional intelligence, which is
the ability to understand your emotions and what they’re telling you. Therefore
it helps you understand the emotions and needs of the people around you.
Step one is by building your Self Awareness – being conscious of what your
emotions are telling you and how they affect the people around you. Step two
then focus on Empathy so that you can understand the perspective of the
individual you’re communicating to. If you are shy, working in CSO position
may cause you anxiety. To challenge this, take small steps and challenge
yourself. Choose one thing that makes you uncomfortable and do it everyday.
You might be surprised that, in a few months talking to people isn’t as difficult
as it used to be. Awareness you gain through developing emotional
intelligence will also help you to avoid discrimination. Example [you might
unconsciously discriminate against individuals because of their social status,
profession, or dress. Blind spot, Hidden Biases of Good People [a father and
son is in a car accident. The father dies at the scene and the son badly
injured, rushed to hospital. In the operating room, the surgeon looks at the
boy and says, “ I can’t operate on this boy, He’s my son” If your immediate
reaction to this is puzzlement, don’t worry we were puzzle a moment too.
Which meant we failed this test too. That’s because our automatic mental
associations caused us to think of the typical stereotype of “male “when we
read the word “surgeon”. The surgeon in this case of course was his mother.]
And do your best to give each individual the respect that they deserve. This is
why it’s extremely important when you’re interacting with someone who’s
angry. Tense, or upset. When you manage your emotions, you stay calm and
cool, and you’re able to resolve the situation. Thus learning to become an
expert at managing your emotions.
SECOND is Conflict-Resolution Skills, as in the CSO you will inevitably have
to deal with individuals who are angry, upset, or frustrated. This will not only
help you defuse the situation, but if you handle the opportunity with sensitivity,
skill, and respect, you can use it to make a difference in this individual’s life.
This is where Listening is one of the most important skills that you can use
during a tense situation. Developing active listening skills so that you can hear
what the individual is saying and respond appropriately. [Pay attention – Show
that you’re listening – Provide feedback – Defer judgment – Respond
appropriately] Often, conflicts with others aren’t the result of your actions. Try
not to take their anger or frustration personally. Instead stay calm, apologise,
and focus on how you will help resolve the situation. At times individuals might
be rude, or even abusive. When you, don’t have the skills to handle these
types of situations, this can be intimidating. Learning skills such as
assertiveness and self-confidence can help you handle the situation with
respect and professionalism. Often, when individuals are acting with
aggression or hostility, they simply want to be heard, in these situations stay,

7. 7
calm and listen. Let them know you understand, and ask them how they
would like to see the situation resolved. Sometimes you will be able to meet
their needs, while other times you’ll need to compromise. However, asking for
his or her input indicates that you want to find a solution that works for
everyone. ROLE Playing also can be use to prepare for difficult conversations
and situations. When you rehearse difficult situations, you’re better prepared
to stay calm and think on your feet when you’re confronted with anger or
aggression.
THIRD is communicating effectively, because good communication skills are
essential when working in CSO role. This can be through personal face-to-
face, email, Skype, social networks or telephone. When you communicate
with clients/stakeholders, be aware that they might have limited knowledge
about your CSO. Don’t use jargon or technical terms that they might not
understand instead – and without being patronising’ – use words and phrases
that they’re familiar with and use stories and analogies to help explain
technical or complex concepts.
This is why the 7C’s of communication is essential to this equation, Clear,
Concise, Concrete, Correct, Coherent, Complete, and Courteous. The better it
is deliver, it will produce your credibility as this is really important when
communicating with clients/stakeholders that doesn’t know much about you.
Being creative in your communication helps keep your clients/stakeholders
engaged and thus communicate creatively.
FOUR is staying positive, as working in CSO can be emotionally draining. So
working with clients/stakeholders from different facets of life, you have to be
professional and positive, no matter how you’re feeling. This is possible
through using Affirmations to overcome negative thoughts and this can
change you entire outlook and even help you interact with others more
effectively. Also Visualizations can be especially useful when you’re feeling
down, or having a tough day. In some roles in CSO you’ll need to interact with
the client/stakeholders all day every day. This is often called emotional labour
because you have to show emotions that you might not feel and hide the ones
that you do feel. This can quickly lead to burnout or emotional exhaustion, if
you are not careful. To counteract this take regular breaks throughout the day
to relax and unwind, even if this is only for five minutes. Go for a walk outside,
stretch, etc.
FIVE knowing rules and policies of your CSO because you understand why
they exist. This is where you can navigate difficult situations and keep your
CSO goals, values, and e EMPOWERING TECHNIQUES WITH CSO
CLIENTS
1. Accept the client’s definition of the problem.
2. Identify and build on existing client strengths.
3. Assist the client to take control of their situation.
4. Assist the client to develop.
5. Advocate for the client.
1. Identify relevant services (e.g. develop a directory of services). 2. Network
with other services. 3. Develop interagency protocols (e.g. procedures for
making and receiving referrals). 4. Develop case conferencing guidelines. 5.
Develop tools for coordination (e.g. a referral form and client consent form). 6.
Develop written policy and procedures.
Networking with other services is important to develop working relationships
with service providers. It also helps services to identify common issues and
any gaps or possible duplication in services Networks may be informal on a
worker-to-worker basis or formal through participation in regular interagency
forums. Interagency protocols will cover the referral processes between
services and will vary from service to service. To ensure effective referrals it is

8. 8
important to develop these protocols with each of the services you work with.
Equally important, you need to develop the protocols you would like services
to follow when they refer clients to you.
A useful tool that can be use in this equation is the Root Cause Analysis
[RCA](tracing a problem to its origins)”In a medical circumstance it easy to
understand the difference between treating symptom’s and curing symptom’s.
Taking medication for pain, won’t heal the affected area, it’s only through true
healing that the symptom’s can disappear for good. (Surgery to remove the
obstacle, or straighten a bone etc.) This why it’s important to do a thorough
Analysis in the CSO, it’s ineffective to dive in and only fix the symptom’s on
the surface as this will not solve or correct the behaviour of the client for their
improvement. This is why it is important that CSW look deeper to figure out
why the problem is occurring; you can repair the underlying systems and
processes that are causing the problem. This is why this tool is use by most
CSW’s, that wants to empower and help their clients to lead fulfil lives. This
can be accomplished through three stages: Determine what happened:
Determine why it happened: Apply a process to reduce the probability that it
will happen again. This RCA accepts that systems and happenings are
interrelated. It transpires in a chain reaction, and by tracing these actions,
through investigating where the problem originated, and this discovery will
lead you to how it grew into the symptom the client/CSW is now facing.
Normally the basic causes are: Physical causes (tangible, material items
failed is some way – car brakes failed): Human causes (Individual committed
a mistake or offense – human causes usually lead to physical causes i.e. no-
one filled brake fluid, which lead to brake failure):Organisational causes – a
system, policy, process that an individual uses to make to decisions or deliver
their work/CSW if not applicable for that clients situation (As it was with the
brakes no one was responsible for the vehicle maintenance, it was just
assumed that someone else had done the brake fluid.) This is why doing a
RCA it is important at all the above causes, through investigating the patterns
of the negative effects, exposing the hidden weaknesses in the system, and
exploring a specific action that cause the problem. This can lead to several
root causes and can be apply to almost any situation. So stage one is
defining the problem, (what do you see happening? What are the specific
symptoms?) Stage two collect the data (What proof do you have that the
problem exists? What is the impact of the problem?) Analysing the situation
fully, before proceeding to the factors that contribute to the problem. This is
where you need to gather your resources/CSW, stakeholders who understand
the situation. So you’re observing and gaining a better understanding of the
issues involved. Another handy Tool in this process is the CATWOE – when
you look at all these components, and consider the situation from all these
perspectives. The brainstorming output and problem solving should be much
more comprehensive, through careful analysis and walking in the shoes of
these aspirants. Customer = who are they and how does the issue affect
them? Actors = who is involved in the situation? Who will be involved in
implementing solutions? And what will impact their success? Transformation
Process = what processes or systems are affected by the issue? World View
= what is the big picture? And what are the wider impacts of the issue? Owner
= who owns the process or situation you are investigating? And what role will
they play in the solution? Environment Constraints = what are the constraints
and limitations that will impact the solution and it’s success. Stage three
identifies possible casual factors: what sequence of events leads to the
problem? What conditions allow the problem to occur? What other problems
surround the occurrence of the central problem? This is where being
thorough, is critical especially for your client, as you want to establish the

9. 9
whole puzzle not just one or two pieces. Bringing the best out in individual,
with this RCA, a win/win situation for all concerned. Stage four identifies the
root causes – why does the casual factor exist? What is the real reason the
problem occurred? Examine the root causes, and apply the stages. Stage
five – recommend and implement solutions. What can you do to prevent the
problem occurring again? How will the solution be implemented? Who will be
responsible for it? What are the risks of implementing the solutions? Analyse
your cause and effect process and identify the changes needed for various
systems. It’s also important to plan ahead to predict the effects of your
solution. This way you can spot the risks before they happen
Well someone close to me is an AIN in an aged care facility, this instance
happened about a year ago. This individual has been on night shift from
22:00pm till 06:45 am for around 3 and half years as an AIN. What transpired
was unbelievable to me at the time, but the individual accepted it was Protocol
in her employment at the aged care facility.
One of the residents was in the last stages of her life and had sustained an
injury due to the careless action of one the employee's. As I really don’t need
to explain this to you in great detail as you are qualified trainer, with many
years' experience. The resident daughter said her mother had toll her in was
that black beep- beep, that hurt her. So as the individual is the only dark skin
lady at that stage on night shift, was consulted be management/DON on this
issues and hence was stood down with full pay until the matter was resolved.
The individual has an outstanding work ethics, never has a complaint been
made against the individual in 2 plus years of employment, she knew that it
was completely a misunderstanding in communications, and still had great
empathy for her resident as having the knowledge of her serious state of
health and generational beliefs etc. So the individual held no guilty conscience
or angry with the resident, as the individual said to me “that could quiet easily
be my mother in that situation and therefore I would expect them to treat the
complaint with sincerity and integrity ".
The individual lost a lot of money of this issues as it was two weeks of
investigation from the police, to the department of health etc. as the individual
couldn’t do overtime and was only paid the basic rate of pay for that two
weeks and was limited on the hours of work when the individual could return
to work. This impact was a critical blow, for the other staff involved and
residents in her care as they had an experience individual not working as
normal around them. Therefore staff had to retrain some-else to do her work,
roster had to be change and there was a lot of tension as nobody knew, who
could of done such a thing, most believe accidents do happen and it could
have been agency staff called in at the last minute due to sickness or
something like this. But this is leading into the next question of this equation.
So in cutting a long factual story short, after all the investigation the individual
was cleared of any wrongdoing. The individual concerned receive a
commendation for her patience and maturity [from the DON] in dealing with
this sensitive issue. Actually it was three weeks in total off work because the
individual [which ended up been another extra cost for us] had to be cleared
by an aged care facility [ACF] professional counselor /psychologist which was
in the city, the individual had two consultations with this counselor and then
with the DON of the aged care facility.
This wasn’t the end of the matter either, because as you can imagine this
ACF is one of the largest in the northern suburbs of Brisbane. The resident
was in a high care facility and the individual concerned is experience in all
levels of residential care and was always flexible where she work high care -
low care - hostel etc. The individual could return to work but only in the hostel
part of the ACF, the DON felt this was the appropriate for all concern and the

10. 10
individual was not happy at all, but swallow her pride and accepted this offer.
One the hostel can be a lot less work evolved and the lower pay rate too and
the residents emotion as well. The individual concerned likes to work hard and
has a caring, compassionate, nature and thought at least I still have a job, as
her partner is not employed and receives no benefit income and basically the
house mummy [me]. So many factors involved, we never learnt who was the
guilty party involved, or whether it was a imagine thing [high care residents
can be delusional through medications etc.]. The ACF follow the protocols to
the letter of law, the individual was clear of any wrongdoing and no record
recorded against her, I guess this is the ugly side of this is how little things
can, become big things.
The ACF concerned has had a totally revamp of all its policy and procedures
since this instanced occurred. The individual concerned is multi-skill and has
regained her confidence and is back on the roster full-time and working in all
areas again, but it only happen after the resident concerned had passed
away, this was about three months later. The DON thought this was the
appropriate cause of action to avoid any unnecessary conflict or stress to the
resident and family.
Now there is a lot more cultural diversity management in this AGF, there are
even more male night shift employees of the same ethnicity as the individual
concerned. This conflict was a ticking time bomb, and probably it is going to
be more prevalent as my generation X - baby boomers- Veterans, move
through the community services, Australia ethics and values were completely
different in these generations what was completely harmless back then, is
illegal for me to do or say today. So the strategies involved was establishing
the facts, making as many staff as possible multi-skilled in the ACF example
"all shifts have a team leader now who is responsible for making sure that
protocol's and procedures are followed. This is also allows individuals a
venting system as the team leader is there for support as well/mentor/coach
"This in turn frees up the RN and EEN to focus on the professional aspects of
the job [paper work, medications, etc.] As this can be a very stress full and
emotional job, but having a team leader in place a third chain of command it
can help to consolidate the risk management in the job example what the RN
or EEN misses the Team-leader could pick up on especially when there is
limited resources on hand] Hope fully this is enough information for you, I am
very proud and admire the individual involved in this situation. Yes it was a
great test on finances etc. but I know it was her maturity and love of her job
that got us through it. We could have sued taken other legal action and we
were advised, this only brings short-term satisfaction, not long term.
So in summary there is a multitude of variables involved in this Question as
there is quite a lot of research involved in understanding this evolving and
forever changing environment that we are immerse in from birth and in some
religions/philosophy even before birth. That is why it’s important to understand
culture diversity and the many groups involved in this subject. Myself
personally does believe in building a just society and this encompasses us to
embrace in the generous nature of God and acknowledge each other as
people made in the image of God. As a majority of Australian know some form
of Christianity, and in that faith showing hospitality and care for the stranger
and our neighbours, is the foundation for a healthy and inclusive communities.
God calls us together, to work in love and to provide safety and shelter.
The individual above, show empathy for their employer and resident and their
family, by having understanding of their point of view. By staying cool calm
and collected, even though it was extremely frustrating for all concerned, as
nobody was allowed to divulge any information on the investigation until it was
fully completed by the appropriated parties concerned. As quoted by Homer -

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Ancient Greek Epic Poet ""Yet, taught by time, my heart has learned to glow
for other's good, and melt at other's woe."
So in defining empathy it is the ability to put oneself in the shoes of another
person. Through the quality of feeling and understanding another individual's
situation in the present moment and communicating this to the individual and
by having the ability to read the emotions and emotional states of others [body
language, voice, facial expressions]. When this is executed appropriately,
through listening using empathy to what the individual is thinking/feeling
without trying to change or fix them, the individual talking feels valued. This
develops into a reciprocal relationship, that the valued individual feels safe
and they matter and they have the confidence/freedom to be themselves and
perform to their highest potential.
"Everybody has culture, even though some folks think they don’t. Culture is
ever present. It greets you when you and the sun first wake up in the morning
and it rests with you when you get comfortable enough to fall asleep and say
the day is over. Culture is how you love and whom you choose to love. It’s
whether you eat combread or pumpernickle. It's how you respond to the
dilemma's life offers and how you celebrate living. It shows itself without you
knowing and it tells who you are without you speaking. Culture includes all
your family, even those who are dead and gone because they are the ones
who set the cultural patterns you follow. Culture is often vibrant and loud or
sometimes quiet and subtle, but you know it when you see it because it has
colour!"[This was quoted by Mona Lake Jones -Poet and educator Mona Lake
Jones (known to many as “Grandhoney”) was born on August 30, 1939 in
Mason City, now Grand Coulee, Washington.]
Generations in Australia
First generation Australians are people living in Australia who were born
overseas. This is a diverse group of people including Australian citizens,
permanent residents and long-term temporary residents. In 2011, there were
5.3 million first generation Australians (27% of the population)(a).
Second generation Australians are Australian-born people living in Australia,
with at least one overseas-born parent. In 2011, there were 4.1 million second
generation Australians (20% of the population)(a).
Third-plus generation Australians are Australian-born people whose parents
were both born in Australia. One or more of their grandparents may have
been born overseas or they may have several generations of ancestors born
in Australia. This group also includes most Aboriginal and Torres Strait
Islander people. In 2011, there were 10.6 million third-plus generation
Australians (53% of the population)(a).
(a) In the 2011 Census 1.6 million Australians did not state either their
birthplace or their parents’ birthplace. Therefore their generation cannot be
identified from Census data. These people have been excluded prior to the
calculation of percentages for generations in Australia
From
<http://www.abs.gov.au/ausstats/abs@.nsf/Lookup/2071.0main+features9020
12-2013>

12. 12
Activity 9
Why is it advisable to engage the services of Aboriginal and Torres Strait
Islander interpreters, health workers and colleaguesas cultural brokers?
This is how an Aboriginal elder explains culture:
“Culture is what was told to me by my elders, for me in turn to keep and use
and respect, and to pass on. Culture is the foundation of Aboriginal
knowledge – in art form, in dance, in story telling, in life. It’s about belief.
Culture originates in the individuals contact with the land, which is passed on
to his family and his family’s family. It is like a stream going into the ocean; a
cultural bloodline.”(Des Thompson)

13. 13
The Cultural Respect Framework for Aboriginal and Torres Strait
Islander Health 2004 – 2009 was commissioned by the Australian Health
Ministers’ Advisory Council (AHMAC) to establish guiding principles for the
provision of culturally respectful policy construction and service delivery
throughout the health system.
Cultural Respect is about shared respect. Cultural Respect is achieved when
the health system is a safe environment for Aboriginal and Torres Strait
Islander peoples and where cultural differences are respected. It is a
commitment to the principle that the construct and provision of services
offered by the Australian health care system will not wittingly compromise the
legitimate cultural rights, practices, values and expectations of Aboriginal and
Torres Strait Islander peoples. The goal of Cultural Respect is to uphold the
rights of Aboriginal and Torres Strait Islander peoples to maintain, protect and
develop their culture and achieve equitable health
outcomes { http://www.health.gov.au/internet/main/publishing.nsf/Content/heal
th-oatsih-pubs-crf.htm/$FILE/Cultural_Respect_Framework.pdf}
A.H Maslow’s ‘Theory of Human Motivation’ state that humans are motivated
by unmet needs and that certain lower needs must be satisfied before higher
needs can be addressed. While people are motivated and are able to fulfil
basic needs, they experience satisfaction, growth and eventually self-
actualisation. The following model applies this theory to cultural security and
self-actualisation hierarchies:
Cultural Security Model
The term “Culture broker” or “Cultural broker” is not particularly defined in the
literature but is defined through common usage as a individual who facilitates
the border crossing of another individual or group of people from one culture
to another culture. [Jezewski, in Jezewski & Sotnik, 2001] defined culture
broking as “the act of bridging, linking or mediating between individuals or
groups of differing cultural backgrounds for the purpose of reducing conflict or
producing change”. Usually, the culture broker is from one or other of the
cultures but could be a third individual or group. Often they are capable of
acting in both directions. (Mediation) The role covers more than being an
interpreter, although this is an important attribute in cross-cultural situations
where language is part of the role. The origin of the term is in the field of
anthropology in the mid-1900s, when several anthropologists wrote about
native people whose role in their society was as a cultural intermediary or
cultural broker, usually with the western society. The term “cultural
intermediary” was used is some literature, with “cultural broker” and “culture
broker” as alternatives. Other terms used include “innovator” and “marginal
man”. The genre was given an historical perspective and the field of

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ethnohistory came into existence. {Ethnohistory is the study of cultures and
indigenous customs by examining historical records as well as other sources
of information on their lives and history. It is also the study of the history of
various ethnic groups that may or may not exist today.} The background to
this can be found in the introduction to Margaret Connell Szasz’s “Between
Indian and White Worlds” The Cultural Broker (Szasz, 2001).
“A model of culture broking theory, constructed around disability
services (from Jezewski, 1995)”