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VI. Cultural
Identity and Cultural Clustering in Communities and Organizations:
Implications for the Health and Mental Health Professional,
continued
 Most ethnic enclaves of any size will have healers and
religious or spiritual leaders who understand the views and values
of their cultural
group.
These persons can
be important collaborative resources. They can help others to understand
the values around health and mental health
care within the cultural group. They can be called upon to educate
health care professionals about the group’s needs, preferences, and expectations
about appropriate health and mental health care.
Additionally, they can clarify the meanings behind what
may appear to be puzzling behavior or ideas on the part of ethnic group
members. Seeing
a health or mental health care professional or organization reach out
to important leaders in their culture may enhance ethnic group members’ trust
because it underscores willingness to learn and signifies respect and
acceptance.
| A culturally aware health
or mental health professional should take the opportunity to locate,
engage, and learn from cultural group leaders in their locale.
As part of their education, health and mental health professionals
from all disciplines should develop values, attitudes, knowledge,
and skills necessary for culturally aware community outreach and
engagement. They should be given ample opportunities to learn skills
related to cross-cultural collaboration and mediation through internships
and preceptorships within cultural communities. Lastly, they should
also be encouraged in their intellectual and social curiosity. |
Cultural group clustering happens at the organizational as well as the
community level and for the same reasons: individuals identifying and
receiving support from the group with whom they feel most comfortable.
This interaction is visible when individuals cluster together in staff
meetings, in employee lounges, at lunchtime, and in other places that
allow voluntary seating or gathering.
Culturally aware managers, administrators, and human resources personnel
will be cognizant of the positive effects of these identity groupings
on morale among cultural group members while at the same time being aware
of and managing potential negative effects of on-the-job cultural clustering.
On-the-job cultural
clusters can foster efficiency and cooperation among the group members;
conversely impermeable and persistent clusters can
undermine teamwork with colleagues who are not members of the cultural
groups. Such clustering oftentimes gives rise to stereotyping, and
in-group, out-group behavior, and exacerbates the natural ethnocentric
tendencies
common to all of us.
Managers and supervisors who oversee a multicultural workforce should
be given the opportunity to:
- Learn about the work-related values, practices, and norms of the
cultural groups they supervise
- Develop skills in hiring, forming, and supervising multicultural
teams
- Participate in ongoing professional development and continuing education
in cultural and linguistic competence.
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