Subtle Discrimination in the Workplace - Interview One
Author(s):
Joel Palacios
First Interview-Ombudsman
My first interviewee, an ombudsperson at a leading educational institution, believed the scenario to be not only realistic but also very common. She stated that it is very natural for subtle discrimination to occur in a social context where cultural differences become influential. She indicated that the scenario also presents issues of moral responsibility and human relations on the part of both Mr. Harmless and Pepe. It may be hard to prove a violation of Pepe's legal rights unless it is clear that the promotion of Casper rather than of Pepe is unjustified with regard to an objective measure of their professional performance. This is typically the case with subtle discrimination. She said that racial discrimination at a "legal rights" level is less likely to occur in science and engineering professions because both professions are very objectively oriented. Because it is in a company's best interest to hire and promote those who are best qualified, regardless of race, the company may pay more attention to objective measures. In response to my question of who is responsible for solving the problem, she stated that there are at least four areas in which to remedy problems caused by subtle discrimination. In general, these four areas are: 1) the setting, 2) the immediate situation, 3) the actions of the minority person, and 4) the actions of the majority. All four ought to change until they are effective in promoting diversity in the professional workplace; as an ombudsperson for the company, she would want to analyze and try to improve each of these areas.
The setting can be changed by the development of mentorship programs, crosscultural project teams, and other programs aimed at integration. Variations of these programs, along with individual departments dedicated to fostering diversity, exist in most Fortune 500 companies today. Mentorship programs provide support to the minority person, while crosscultural project teams provide incentive for individuals to learn how to work effectively in a group regardless of cultural differences. (I feel these crosscultural teams are good because they also help build respect for the people if the project is successful).
Changing the immediate situation could include, in this case, that Pepe make an effort to continue to go to the barbecues but at the same time encourage everyone else to bring food to share, thus combining the two cultural expectations of a Sunday afternoon barbecue. The supervisor might similarly change the immediate situation.
Actions of the minority person and actions of the majority could involve Pepe's regularly communicating his feelings to the supervisor and the supervisor's attempting to understand Pepe's feelings and communicate his own. Frequently a supervisor will listen and react favorably because it is beneficial to both of their professional careers to maintain good relations and work effectively together. The ombudsperson stated that one reason subtle discrimination continues in today's workplace is that the focus of the employer is typically on only one of these areas in trying to solve the problem.
Second Interview- Ombudsman
My second interviewee, an ombudsperson at the same institution as the first interviewee, also thought the scenario was very realistic and common. His views on the situation seemed a bit more personal. He believed that Pepe made a mistake in accepting the job without an understanding of the issues and problems that he would have to deal with as a minority person. He stated that nowadays, minorities must accept the task of overcoming discrimination as part of their professional and moral responsibility. If the minority person expects to move up in a company, he must do whatever it takes, without relying on the system for help.
This ombudsperson sees the system (i.e., all minority programs and diversity programs) as only an aid in the struggle, but believes that in the end, it is ineffective, on its own, in overcoming the glass ceiling. For example, when he himself began working at this institution in 1970, there was an institutional initiative to increase the number of Black and Hispanic professors. Out of a yearly average of 1000 professors, only four were either Black or Hispanic in 1970. By 1980, the number had increased to 24, and by 1985, the number had risen to 38. However, today, in 1996, the number has decreased and currently stands at 28. The importance of this example is that in 26 years, despite the sincere efforts of some of the most talented professors in the country, the percentage of minority professors (Black and Hispanic) at this institution still lingers at a mere 2.8 percent.
The minority person's responsibility to overcoming the barriers to professional success includes becoming "tougher" with respect to subtle discrimination. He feels that minorities of today, compared to minorities of the early 1970s, are less prepared for discrimination and less aware of the need to reach out to minority leaders as role models. This change can be attributed to the growing cultural integration of society that, in some cases, "brainwashes" minorities into thinking that they are the same as the majority and that they will not be discriminated against.
Another distinction he made regarding minorities today is that they seem to depend more on the system than in the 1970s. For example, minorities that come his institution and struggle begin to believe that it was simply the system that got them to the school rather than their determination to change the circumstances of their lives. In most cases, it is ultimately the determination of the minority person that helps them succeed, and realizing this fact can help minorities continue to climb the corporate ladder and shatter the glass ceiling
Third Interview-Electrical Engineer
Interviewing Mr. S. adds a practical side to the scenario because it adds the insight of someone who is similar in circumstances to Pepe's character. One difference, however, is that the interviewee is from Israel and has lived in the United States for only 10 years, as opposed to growing up as a minority in the United States. Not having been affected by the integrated culture of America and the "softening" of racial discrimination, Mr. S. seemed to have a strong cultural identity and a strong will to understand and accept the culture of European-Americans while maintaining pride in his own culture.
He stated that when he came to the U.S., he was fully prepared to make adjustments to the culture so that he could succeed socially and economically. However, he also said that he was not prepared to completely forget his culture while doing this. These characteristics of Mr. S. are illustrated in his initial response to the scenario. He stated that he would immediately approach the supervisor and communicate his feelings to him. In, a sense, Mr. S. represents the ideal of my second interviewee, because of his awareness of cultural differences and his determination to avoid letting these differences interfere with his career goals and his success.
Conclusion
My investigation of subtle discrimination indicates that the best solution to Pepe's problem is to communicate his feelings to Mr. Harmless. Pepe needs to understand that his cultural beliefs differ from those of the European-American culture, and if he expects to succeed in a corporate environment which is dominated by European-Americans, he must accept and adjust to the differences. This is not to say that Pepe should lose his cultural identity to "fit in," but simply that he should understand and respect the cultural differences. Also, Pepe should expect nothing less than having to expend more energy than a European-American to conquer obstacles created by racial differences.
In conclusion, subtle discrimination does exist in the professional workplace, and minorities must understand and be prepared to deal with issues that may arise as a result.
Joel Palacios, MIT