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1. Running Head: Diversity 1
Diversity in the Workplace
Clayton Teague
BUS670: Legal Environment (MAE1047A)
Instructor: Lisa Johnson
January 10, 2011

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Diversity in the Workplace
America has been labeled the melting pot because many people from many different
countries have come to live in America. In today‟s society, multicultural is a common word in
the workplace. Researching the medical field for diversity of cultural background provides many
aspects that need to be addressed. These issues include the mutual respect of management and
staff as well as the patients that are being treated by these professionals. According to Janice
Dreachslin in her article titled, Racial and Ethnic Disparities: Why Diversity Leadership Matters,
she states that “without effective diversity leadership, even the most culturally competent
clinicians will not be able to perform to their full potential.” (Dreachslin, 2008). In the
workplace, the complex social systems are continually becoming more diverse. As a result of
such diversity, many situations are coming to the forefront and must be addressed in a
respectable, comprehensive manner.Even though diversity creates problems in communication,
training is essential in diversity issues because diversity has a positive impact in the workplace
and diversity provides better care for patients.
We are aware of the difference in customs and cultures of the many individuals who
work in the health care systems. We are now confronting these issues and must address these in a
civil, respectful, careful, and understanding way that will meet the approval of all people. As
research progresses, changes in the workforce will need to be made. These changes have to be
presented in a way that both administrators and employees will work together to create the
changes, decide on the implementation procedure and plan strategy to put these ideals in place.
Timing is very important. These issues can be very controversial and must be treated with
understanding and patience.

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Training is essential in diversity issues. In implementing such a program, the research
and discussions that occur will provide invaluable foundations on which to build a positive,
people supported program that will benefit the workers as well as the patients that enter into our
care. All the planning and learning of other cultures are essential in the process of providing a
workable atmosphere. We need to learn and understand others‟ viewpoints and be respectful to
their customs as we expect them to be respectful of ours. It is important that the personnel feel
that they have contributed to the process and have been heard. If an individual feels that their
input is a part of the process, they will be more willing to accept others‟ input and viewpoints.
The research into diversity finds existing plans and the strength and weaknesses of the
program. By learning and understanding the other programs in existence, one will be ableto
develop a plan that takes the strengths that have been in existence in other plans and use them to
their advantage. The weaknesses of other plans can be an area of study that will provide us with
information that has been negative and work to improve on the issues to create a better way.
Once again, it is important that all personnel be involved at all levels of planning for partial
ownership in the new developed plan to be implemented. According to the American College of
Healthcare Executives, an article written by Rubenstein states “diversity in the workplace allows
organizations to build on their team members‟ differences as well as strengthen the bonds formed
with their patients to improve care. It also helps to develop a balanced pool of knowledge and
experience.” (Rubenstein, 2008).
In an article titled, Leaping Hurdles, it states that a lot of organizations do not recognize
the value of diversity in leadership. (Vesely, 2010). Quality of care and the deep desire to help
people is still the foremost issue in treating patients in our care. However, addressing diversity
in the workplace is a goal to strive to achieve. Overcoming diversity issues will improve both

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the relationship of the workers as well as improve the relationship with the patients being treated
in our care.
Additionally, diversity provides better care for patients. In the healthcare business, the
number one priority is people helping people. In order to proceed with the expectations of
providing excellent health care to those in need, the healthcare providers must be able to
communicate with their colleagues as well as their patients. To reach the goal of working
together amiably, all must work together with respect to each other, understanding of others‟
viewpoints and a genuine desire to get the job done in an orderly, efficient manner. One article,
titled, Leaping Hurdles, includes a side bar in the article that states, “The healthcare industry has
made great strides in the area of diversity, but we still have a long way to go. To provide the
very best care to patients and families, leaders must reflect the communities they serve. Great
organizations are led by teams of people that are rich in diverse experiences, culture and
thought.” (Vesely, 2010).
Research provides us with many different ways that diversity is addressed. Some relate
information regarding the absence of it until an issue arises initiating the inclusion of it for all
personnel. Many times if these issues are not addressed, they will or may lead to legal
involvement. One article relates a business interaction between two countries that provided no
diversity training. When members of the two countries met to discuss the business between
them, they were clueless to the understanding of the diversity between the two cultures. As a
result, the project met delays and a possible termination of the combined project. Another article
told about the CEO being very determined to include training in diversity, starting at the top and
working throughout the workforce. In the article, Leaping Hurdles, a top executive begins all his
board meetings with a discussion about quality initiatives. He felt that the initiative should start

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at the top and work down. He feels that everyone needs mentors. (Vesely, 2010). Janice
Dreachslin, author of the article, Racial and Ethnic Disparities: Why Diversity Leadership
Matters, states, “Without effective diversity leadership, even the most culturally competent
clinicians will not be able to perform to their full potential.” (Dreachslin, 2008).
The most important reason training is essential in diversity issues is diversity has a
positive impact in the workplace. Jordan Cohen, in his article titled, The Case For Diversity In
The Health Care Workforce, states there are four practical reasons “for attaining greater diversity
in the health card workforce: (1) advancing cultural competency, (2) increasing access to high
quality health care services, (3) strengthening the medical research agenda, and (4) ensuring
optimal management of the health care system.” (Cohen, 2002). He continues to provide further
incite in the explanation of the above four reasons. “The term cultural competence denotes the
knowledge, skills, attitudes, and behavior required of a practitioner to provide optimal health
care services to persons from a wide range of cultural and ethnic backgrounds.” (Cohen, 2002).
He is focusing on the practitioner in his article, but it can also be used effectively throughout the
health care system. Favoring greater diversity provides “improved access to high-quality health
care for persons in our society who remain underserved.” (Cohen, 2002).
Another reason for advocating greater diversity is to “broaden and strengthen the U.S.
health research agenda.” (Cohen, 2002). His last reason for seeking greater diversity for the
health care professions is “to augment the pool of medically trained executives and public policy
makers available to assume management roles in the future health care system and to contribute
to governmental efforts that address important health care issues.” (Cohen, 2002).

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In Janice Dreachslin‟s article, Racial and Ethnic Disparities: Why Diversity Leadership
Matters, she expresses the standard operating procedures must reflect the written policy.
(Dreachslin, 2008).In the article, Jean Gilbert, Ph.D.“ identifies the following „bottom line‟
policy/procedure requirements for cultural and linguistic competence:
*Provide signage and written materials that inform patients of their right to interpreter services
without charge.
*Institute effective procedures to assess each patient‟s language needs.
*Implement a written language policy that guides staff behavior.
*Periodically review and adjust resources to meet patients‟ language needs.
*Write a plan to meet patients‟ language needs, including both interpretation (oral) and
translation (written).
*Routinely document each patient‟s language needs in the medical record.
* Do not rely on patients‟ family or friends as interpreters.” (Dreachslin, 2008)
From the research of multicultural diversity in the business world, the worst scenario was
the business that ignored the fact that multicultural diversity existed. The problem presented
itself when two teams from different countries met to discuss the proposed project. They met an
impasse due to communication differences and needed immediate mediation to resolve the
problem. The most favorable solution to diversification was another business who felt that the

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diversification should start at the top and the managers would all be mentors to all employees to
resolve any diversification differences whether it be cultural or lingual.
If I were implementing a plan for diversity, the plan would communicate with the upper
management the positive impact that diversity training would be for the employees as well as the
patients in our care. The training would be all inclusive, with all employees having the
opportunity to contribute to the plan of design and implementation. After much research, the
plan would include the highlights of successful plans and would follow guidelines regarding
legal issues.
From the article written by Janice Dreachslin, she identifies “the following human
resource policies and procedures that are key to the recruitment and retention of a high-
performing, diverse workforce.
Formal mentoring programs. Such programs ensure that the human tendency toward
similarity/attraction does not adversely affect the quality and diversity of the pipeline.
Professional development and training. This builds human capital through enhanced
technical and interpersonal skills, including cultural competence and diversity
management at all levels of the organization.
Work-life balance and flexible benefits. Intangible advantages like the aid in the
recruitment and retention of diverse staff.
Affinity groups. Such groups address the social/emotional needs of diverse staff and
capitalize on the power of diversity.” (Dreachslin, 2008).
To continue with the article by Dreachslin, “diversity leadership is defined by the

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extent to which leadership does four things:
1. Ensure that recruitment and retention of a culturally diverse workforce and the provision
of culturally appropriate patient services are included in the organization‟s strategic
goals.
2. Routinely assess achievement of these goals during the strategic planning process.
3. Assign responsibility for promoting the hospital‟s cultural diversity goals to a dedicated
person, office, or committee.
4. Annually report to the community information about the hospital‟s performance in
meeting the cultural and language needs of the service area.” (Dreachslin, 2008).
Having expressed some of the outcomes that are desired, the training of all employees
should be to educate about the cultural differences, the language differences, the social
differences that comprise the staff and patients in our care. It is vitally important to include the
knowledge of possible legal action.The input regarding these issues should be from all
employees, withstanding job position. Our goal is to be more tolerant of the differences of
individuals within the workforce as well as the patients in our care. In an article written by Gail
Donovan, the author states, “we want to link diversity with day-to-day operations. (Donovan,
2008).
As we would implement diversity training into our training structure, we would need to
include this training to all employees. Initially, a day or two day training session would be
appropriate to discuss and determine the necessary goals to achieve the result that would benefit
the understanding and utilization of a positive multicultural environment for all. Follow-up
meetings should be on a regular basis. The members of the group should determine the

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frequency. Consideration should be comprehensive in nature. The training group should be
consulted so some groups would not have one meeting a year while others are required to meet
monthly. These meetings should have a focus on an issue that is either informative or an issue
that has presented itself since the previous meeting. The training group would possibly present a
portion of the meeting so all groups would receive the same information, working together to
attain the goal of diversity: understanding and implementation.
Indeed,while diversity creates problems in communication, training is essential in
diversity issues. As we have researched and examined ideas that would enable us to become
more knowledgeable as well as more tolerable of others‟ cultures and emotions, we strive to
better our communication with our fellow staff as well as the patients we are serving. The criteria
for training will be continually evolving to accommodate whatever issues that will be presented.
Our goal is to be better providers of care and ultimately improve ourselves in the process.

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References
Cohen, J., Gabriel, B., Terrell, C. (2002). The Case For Diversity In The Health Care Workforce.
Health Affairs, 21(5), 90-102.
Donovan, G. (2008, May). Well-versed in diversity. Modern Healthcare, 38(20), 27. Retrieved
January 1, 2011, from ABI/INFORM Global. (Document ID: 1500316601).
Dreachslin, J., & Hobby, F. (2008). Racial and Ethnic Disparities: Why Diversity Leadership
Matters. Journal of Healthcare Management, 53(1), 8-13. Retrieved January 1, 2011,
from ABI/INFORM Global. (Document ID: 1422398451).
Erdodi, k. (2010, February).A Tool for Better Diversity.Trustee, 63(2), 26, 28, 1. Retrieved
January 3, 2011, From ABI/INFORM Global. (Document ID: 1972139211).
Gabard, D. (2007). Increasing Minority Representation in the Health Care Professions. Journal
of Allied Health, 36(3), 165-75. Retrieved January 2, 2011, from Career and Technical
Education. (Document ID: 1347572041).
Rubenstein, D. (2008, March). Guidelines to achieving diversity.Modern Healthcare, 38(10), 48.
Retrieved January 2, 2011, from ABI/INFORM Global. (Document ID: 1447862151).
Vesely, R. (2010, April). Leaping hurdles. Modern Healthcare, 40(16), 6-7, 26, 28-31. Retrieved
January 2, 2011, from ABI/INFORM Global. (Document ID: 2018915991).

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