Diversiteit in Marokko en Tunesië

diversiteit inclusie marokko tunesie  Mijn ontdekkingstocht naar diversiteit & inclusie in Arabische landen gaat verder, ditmaal via diversiteit in Marokko en Tunesië. Na de start in Jordanië (Jordanië blog 2 en Jordanië blog 1) ging ik aan de slag in Tunesië en Marokko met buitengewoon spannend verlopen trainingen. Niet alleen wisselt steeds de context, zowel nationaal als qua type bedrijven, ook is het bekijken van de wereld door de bril van diversiteit & inclusie een volkomen nieuw gegeven in die landen.
Ik betreed dan ook met enige schroom de zaal waar de training plaats vindt. Gaat het programma voldoende passen in de eigen context van diversiteit in Marokko en Tunesië? Wat vinden ze ervan dat een Nederlander deze training komt geven? Hoe zal het ditmaal gaan met de taal? Want trainingen geven in het Engels en Frans betekent niet alleen voor mij werken in een tweede taal, ook de deelnemers hebben meestal een andere taal als moedertaal.
Het duurt gelukkig nog geen uur voordat we al helemaal aan elkaar gewend zijn. De inclusiviteit van de bedrijfsculturen die ik heb ervaren, helpt daar enorm bij. Diezelfde inclusiviteit leidt tot bovengemiddeld goede samenwerking als teamopdrachten moeten worden uitgevoerd.
In Tunesië maakte ik bovendien discussies mee zoals ik ze zelden hoor bij trainingen in Nederland of Duitsland: de deelnemers waren heel open in het delen van ervaringen en vlogen elkaar hier en daar flink in de haren over de vraag hoe inclusief de organisatie nou werkelijk was > op een inclusieve manier, zonder elkaar te beoordelen of zuur te worden, wat in Noordwest-Europa bij al teveel openheid in bedrijven nog weleens het risico is. Ik was diep onder de indruk en, ook niet onbelangrijk, wat hebben we gelachen. Toen ik de documentaire Danny in Arabistan – Tunesië zag – een aanrader! – herkende ik datzelfde beeld.
diversiteit inclusie marokkoIn Marokko werd ik daarbij nog verrast door de grote persoonlijke warmte van de deelnemers. Hard werken ging er gemakkelijk samen met positieve emotionaliteit, Een deelneemster gaf me na afloop haar prachtige oorbellen mee, als aandenken namens de hele groep.
Wat is het ontzettend leuk om zo samen aan diversiteit & inclusie te werken. En ja, ze mogen mijn voor trainingen diversiteit in Marokko en Tunesië zeker weer bellen!

Andere blogs over dit thema:
Seba culture and diversity workshops in Malawi
All managers are alike

When inclusiveness met apartheid…

when inclusiveness met apartheid

When inclusiveness met apartheid

In our last workshop at Stephanos Foundation today, participants looked for role models in change and innovation. They came up with a list that is different from what European groups would make, except for Mandela: he is always everywhere present in the list of role models participants come up with.
Afterwards one of the managers told me that Malawi did not deal with South Africa in the apartheid period the same way other African countries did. The first president of Malawi Mr. Banda was in favour of dialogue, much in line with the inclusiveness that I experienced in Malawi during the last ten days. While other countries boycotted South Africa, Mr. Banda refused to stop his contacts and met with the president of South Africa. But when he did that, he made a statement. He helt a black child on one hand, a white child on the other hand and like that he showed that all humans are equal and that that would be the way forward also for South Africa. Mr. Banda got political ennemies in several African countries because of his vision, my manager told me, but he had a vision that suited Malawian culture and did not give it up. Later, he might have become more like a dictator, but for this attitude towards South Africa he can be considered as a role model.
I think I learned at least as much as the managers of Stephanos Foundation who followed my workshops. For me, it was like presenting familiar themes and practices in a completely unfamiliar context. Maybe it could have been better if I had known more about the local context – on the other hand, this might have been the key for interaction and participation of the managers, as I asked explicitly for their help at the beginning.
One thing is for sure, themes like culture, diversity, change, innovation and even project planning don’t differ per country: only the context differs – and the language was not an easy step to take. The workshops were highly appreciated and I highly appreciated to be given this opportunity that was really ‘out of the box’ for me. Not easy, but very rewarding!

Other blogs about Malawi culture:
President in the warm heart of Africa
Pigs, kids, and why it works in Malawi
Creative use of waterpipes in Zomba

Inclusiveness: that is what we do now!

inclusivenessInclusiveness: that is what we do now! 

In the first blog about diversity management during the economic crisis I mentioned that quite some organisations tend to go back to ‘single characteristic’ diversity, summarized in customer feedback like: ‘we want a more specific approach, not just diversity’. This asks a lot from the conceptual patience of Seba consultants and trainers.
Another ‘after crisis trend’, merely found in large national government organisations, is the hope that we are now finally done with diversity. I was talking with a responsible person a short while ago and he was telling me this: ‘We are now doing inclusiveness. Nobody likes diversity any more, the word itself is unpopular. So we are now working on inclusion in the organisation‘.
When I hear this kind of wording, I am so surprised. It is difficult to understand that a highly educated professional does not see the contradiction in his words. Many companies all over the world work on ‘Diversity & Inclusion’, also called D&I: it is like a twin set, one can’t be there without the other and they strengthen each other.
So I asked the guy: ‘OK, so what exactly is it what your organisation wants to include?‘ He looked at me blankly, then started to explain that our government is supported by a political party that is against diversity, so no national government organisation can work on organisational diversity any more because it would be undemocratic to do so. Didn’t I understand that? But that was not my question, and I repeated it: ‘Ok I see but then what do you include?’ I then heard many words and a repeated appeal for inclusiveness but no answer. It was clear what he didn’t want, but not clear what he did want…
Of course every organisation has its own responsabilities. If this is how a national government organisation wants to prepare for the future, so be it. In my company Seba we notice that in most organisations diversity is still on the agenda, somehow, one way or the other . Although the crisis continues, most organisations expect a war for talent in the very near future and they see diversity as a future theme that might make the difference. We support those organisations. Being a company in the field of diversity management means that we go where the opportunities are.
However, as a Dutch citizen, I hope that ‘my’ governmental organisations will be the best. The challenge they face for the future is enormous and they will need the best talents to perform. What a pity to do that in ‘inclusive’ organisations where diversity is taboo…

You may also like these blogs:
Diversity management – progress?
Investeer in jouw inclusief leiderschap
fairversity in Vienna
Seba culture and diversity workshops in Malawi