Diversity - Counselling Directory
Maddux, in press) in multicultural counseling relationships. Using the Adapting the Exploring Stage Skills to Clients From Different. Ethnic/Racial (E). Jul 12, Learning Journal for Level 3 Counselling Studies Reflections on identifying and reflecting on diversity within personal relationships and within the group. sense of discrimination based on an actual or perceived difference. Feb 3, Difference and Diversity in Counselling (starts at mins) from the past, and we transfer emotions relating to the past relationship onto the.
Difference and Diversity in Counselling - Sue Wheeler - Macmillan International Higher Education
In counselling, the key thing is not to make assumptions about the client either based on just parts of their lives or because you are applying your own frame of reference. We need to see people as their whole selves — i. Our frame of reference is inevitably influenced by many factors, e. Recognising Own Transference starts at 9. After talking this through at length with Rory, the student suddenly realises that the scent that the client is wearing is the same as one worn in the past by an abusive partner.
Transference happens when someone reminds us of a person from the past, and we transfer emotions relating to the past relationship onto the current relationship. Because it is often a subconscious process, it can be hard to spot. Your supervisor is a key ally in identifying transference. Rory gives some clues as to when transference may be causing problems in the therapeutic relationship: It is hard to focus on your client: You dislike — or over-like — the client for no clear reason.
It gives people rights which are enforceable by law, and it imposes obligations on employers and their employees, which they ignore at their peril since the ceiling has been lifted on compensations awarded by tribunals.
Working with diversity requires humanistic respect for individual rights and most counsellors will be familiar with the following principles: RogersKurt Lewin They are the desirable principles that should underpin effective management style and teambuilding styles in every workplace.
Managers who translate these principles into their leadership and motivational approach are known to inspire their teams and gain their increased respect and commitment.
Reflections on Diversity of a Trainee Counsellor
What gets in the way — unconscious bias Harassment, bullying, intimidation and victimisation are well known unacceptable behaviours, which now fall within the ambit of the law. Treating people with fairness and respect means avoiding misusing power to make unreasonable demands, shouting and eyeballing, threats, marginalising and isolating someone because of their difference.
These behaviours are not always visible as evidenced by fresh light on the use of electronic mail as a vehicle for sexual harassment. Examples of inappropriate behaviours include: This process was used by her boss as an opportunity to make inappropriate comments and lewd suggestions to her.
She was told that if she did not comply, this would be reflected in her annual performance review with a poor report and affect her promotion prospects. After several months of this, the woman left the service, she decided against making a formal complaint. However, her black colleague was insistent that this was the name he wanted to be known by, and they jointly worked through the conflict towards resolution.
She now has accepted his permission to call him by the name he wants to be known as and does so, but is certain she would only do so after checking with each individual. In spite of having been recruited on merit and on her track record, she was repeatedly told by the chief executive that she was incapable of doing a satisfactory job of managing her people.
This woman senior manager had indeed a passionate and spirited approach coming from an Italian backgroundand the prevailing culture in the organisation found it hard to accept her. At no time however was she given support in a positive way, for example, by suggesting ways in which she might be or offering her training.
Instead, failings were relentlessly pointed out verbally and in writing. One after the other, her colleagues shunned her and she eventually found herself ostracised.
- Counselling in a Diverse Society
She was however offered, and accepted, coaching with an executive mentor. Although she became aware, began to experiment with different choices and began to improve her effectiveness, she was not given the support by her colleagues to complete her personal transition: Her health started to suffer significantly, and although her legal adviser confirmed that she had indeed a case to take to tribunal, her length of service and type of contract precluded her from doing so.
She is now in therapy. The upshot for the recipient of unfair and oppressive behaviours is a persistent feeling of humiliation, loss of self-worth, increase in stress and emotional distress, fear, persistent anxiety leading to physical symptoms and an inability to confront the bullying behaviours. There is evidence that women raise bullying and harassment issues more readily then do men, who could feel a threat to their masculinity and rationalise what is happening to them away by behaving in a macho way.
The perception and tolerance of levels of harassment varies by organisation and industry sector and hierarchy Individual boundaries vary, and therefore what is acceptable banter in some circumstances to a certain individual, may be totally inappropriate behaviour to another.
It is not so much the action in itself which constitutes harassment, but how it is perceived by the recipient. What gets in the way — not seeing or hearing Stereotyping and unwitting discrimination are at the heart of working with diversity. People see the world through the eyes of their experience and expect that to be their reality — and it is. When we examine the three groups whose differences are visible and well recognised, we still find assumptions around appropriate roles, being and opportunities.
Ageism adds another dimension to all differences. When dealing with gender issues, priorities differ between men and women, although increasingly men have begun to address issues around work and home balance.
Often still, women with children are under pressure to outperform their male colleagues to prove their value to the organisation. So, they put in long hours to show they are keen to be promoted. This is often in conflict with their need for quality time with their family, especially when children are young.
Other issues which can add to the conflict of priorities are being the sole breadwinner in the family, or being a single parent. The latter is often still the greatest taboo. Because of the perceived management pressures and expectations, women can deny themselves the opportunity to ask for changes.
They are not necessarily, although pregnancy and childbirth clearly are. Where men are responsible for childcare the same counselling issues will apply, although in our patriarchal work organisation it is doubtful whether many men would easily bring out this need.
Men have a different perception of gender issues. Often men perceive women as being over-emotional evidenced, for example, by women slamming doors.
Women can see men as controlling, over-ambitious and career driven, and insensitive to their identity. Race relations have been much in the foreground recently, and it is well know that unemployment rates are higher for black people than white people, that considerable disparities exist in pay and working conditions and in selection decisions. The latter can be attributed in part to internal appointments, informal recruitment and subjective selection criteria applied by unaware recruitment decision-makers.
Most of this would be very much underground: The third group, with often visible differences but not necessarily so, are disabled people and recent legislation imposes new regulations on organisations, both for their staff and their customers.
What are the hidden common assumptions about disabled people? Some of them revolve around their being perceived as victims, or principally wheelchair users, or children in need of help, of recipients of charity, of marginal participants in working or community life. In the workplace, they can be stigmatised as problem cases, who have special needs and require special treatment, or who are expensive because they may need adaptations to equipment of premises.
The reality is that the majority of disabled people are ordinary people, who have become disadvantaged in some way, perhaps as a result of an accident of life, or a progressive disease. The disability may be psychological, physiological or anatomical.