Stereotypes and Bias With Diversity

 

In this unit our teacher has used the tools (Johari window, MBTI, TA and DISC).

All the related lessons are and you have to include all this topic in this reflection.

- Stereotypes and Bias

- Diversity in workplace

- Conflict in Organisation

- Relationship ( Personal and professional experience)

 

 

 

Introduction

 

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I can easily understand the people according to their gender, age background, culture and presence but when it come comes to sensing and judging things in the same way, we all fail to understand this. How can we clarify the clear truth in the observation of George Carlin that “the one who is driving at faster speed is a maniac and the one who is driving very slowly is an idiot? To address another well, we need to follow Socrates’ statement to know ourselves. But in the end, the question remains the same “Who am I”? We often used to face issues like workplace diversity and conflict, stereotypes and bias. But do you know that these problems can be shorted out by reflecting your inner self with the help of some tools that are made specially to help in the cases where we need to understand people around us and need to understand our self too? Tools like the MBTI which is otherwise called Myers-Briggs Type Indicator, help us to consider this. The profile chart of MBTI helps us energizing, how we realize, what factors are critical in our basic leadership and deciding, and what combat instruments we use, to manage the world. Even though, its users need to answer the organized set of questions for their own evaluation, with the goal that we don't know how we are identified with others or how they see us. Another tool which is known as Johari Window uses assessment of other people, which makes it useful for obtaining such information. The third method that we will be analyzing while writing this report is Transactional Analysis, it is the tool for therapy and theory of psychoanalytic in which social transaction is made to analyze the state of ego to understand the behaviour of the patient.   The fourth one is DISC assessment, where the focus is made on four behaviour traits, these are dominance, inducement, submission, and compliance. This assessment was developed on the theory by William Moulton who was a psychiatrist.

 

Stereotypes and Bias

 


Like a puzzle, while growing with the society, it has taught us to have biases and negative thoughts, but at the same time, it also taught us not to keep these wrong or negative thoughts. At the time when biases and stereotypes occur, I used to make-believe that they are not there. Either I push them or suppress them. At that time, I used to get defensive. Also, I used to speak lie with others as well as to myself for avoiding the bad look.  (Heilman, 2012)
Johari Window: One of the ways to avoid biases and stereotypes is to be aware of the prejudice and values. Johari Window helped me in this by dividing my own information into four windows which are based on my own beliefs and values are known to me and others. 
 
Johari Window is a simple tool which is used for improving self-awareness, illustrating and mutual understanding within the group. This model was first published in 1955 by the UCLA Extension Office in the Proceedings of the Western Training Laboratory in Group Development and later extended by Joseph Luffe. Today the Johari window show is especially important for the accentuation on the present day, and 'delicate' aptitudes because of expertise, conduct, sensitivity, collaboration, between bunch advancement and common improvement. (Esposito, McAdoo, & Scher, 1978)There is a total of 4 approaches of Johari Window and these are:
1.    The person who knows about him/herself and known by others - open field, open self, independent region, independent self, or 'field'
2.    What is unknown by the person about it, but who else knows - blind self, blind area, or 'blind'. 
3.    Does the person know about the person who does not know others - the hidden area, the escape zone, the hidden self, avoids self or 'mask'. 
4.    What person doesn’t know and is also now known by the others- unknowns self and area. 
 

 

Diversity in Workplace

 


At the point when individuals do the transaction and use to exchange their information and idea, they are either agreeable or not comfortable to speak with each other. Transactional Analysis is a strategy that aids in understanding the behaviour of someone else with the goal that communication is powerful. Understanding human conduct inspires, manage and coordinate others. Transactional Analysis, in this manner, encourages communication.  Transactional Analysis contemplates exchanges amongst individuals and comprehends their relational conduct. It was produced by a therapist Eric Berne, who saw that there are many 'individuals' inside every individual who interface with other individuals in various ways. There are three parts of TA that need to understand, these are Ego States, Transactional Analysis and Life Position. (Patrick & Kumar, 2012)
Transactional Analysis: It demonstrates the way we behave, think and feel. There is three ego states exhibit in every one of them: children, parents and adult, they are identified with the person’s behaviour and instead of his age, even though it is available in everyone in various degrees. Ego might be more than one’s ego state at a time. At the point when two individuals communicate with each other, communication from their ego-states influences them. Adult demonstrates the capacity to break down the circumstance and settle on a logical decision. They beat personal feelings and decided based on figures and facts. This stage depends on thinking, reasoning, knowledge, rationality and talk. (Erskine, 2009)
The behaviour of a man relies upon his involvement with various phases of his life. He builds up a logic towards working with youth that turns into a part of his personality and lives with it for a lifetime unless some outside factor influences it. These circumstances are termed as lifetime conditions. Life Position, have 4 categories: 
1.    I’m OK and You are also OK. 
2.    I’m OK but you are not OK. 
3.    I’m not OK but you are OK. 
4.    Both I and You are not OK. 
And this is the example of my experience too when some time situation arises, and I used to be a part of all the above categories. One of the example I will like to share is: 
I’m OK but You are not OK. 
 This life circumstance speaks to the parent ego of a mine which is brought as a rebel child. Towards others, I used to have critical attitude, I trust that whatever I did is correct and used to blame others for my wrong activities. This generally happens when a man is ignored as a youngster.  Manager with the position of this life has a critical attitude towards others. They used to blame others and lack confidence, faith and trust in them. They trust that whatever they do is correct and, in this manner, don't appoint assignments to others. 

 


 Conflict in Organization

 


There are a lot of cases in the organization regarding conflicts. Unfortunately, the battle under the surface is never too far and even the most apparently minor circumstance can blow off the top of client or colleagues. Where the management of conflict is concerned, this understands to take after Boy Scouts' motto: be prepared! 
There are two types of conflicts: 
Performance-based conflict - This is the explanation behind such conflict when the performance of one's work does not coordinate the desires of average quality or desires of the group. Quantity can be an issue for this, (for example, not meeting dates) or quality (eg requirements were not good). 
Relation-based conflicts - These sorts of struggle emerge when individuals are not together because of the conflict in the approach that regularly emerges from the distinctions in their style of communication and their personalities. 
DISC: It is very difficult to understand and learn “DISC”, it calculates the way you like things naturally and behaves comfortably. DISC is an online assessment tool is compact and very easy to use. DISC can boost your capacity to communicate with others and can improve your general working environment efficiency. You can separate individuals into 4 styles of DISC. Individuals are either work oriented or task oriented. (Marston, 1928) The type of personality is:  
D-Style (Domination) 
I-styling (Impact) 
S-Style (Stability) 
C-style (Correct)
 

 


Relationship (Personal & Professional) 

 


Much similar to technology, office space and work program, we are changing with the future of work, so likewise our own and expert connections have changed radically in a previous couple of years. Because of the large part of the new thinking on a most effective method to oversee and separate our personal and professional responsibilities.

 


Conclusion 

 


Even though these above-mentioned tools are utilized for the study of psychology and communication about human relations and connections, these can be connected to a wide range of connections. It can also refer to yourself as the excellence in every one of these connections, associations and discussions is that you can simply gain some new useful knowledge, continuously searching for something new, extraordinary or energizing. 

 

Bibliography

 


Erskine, R. G. (2009). The Culture of Transactional Analysis: Theory, Methods, and Evolving Patterns. Transactional Analysis Journal, 39(1), 14-21. Retrieved 4 12, 2018, from http://journals.sagepub.com/doi/abs/10.1177/036215370903900103
Esposito, R. P., McAdoo, H. P., & Scher, L. (1978). The Johari Window Test: a Research Note. Journal of Humanistic Psychology, 18(1), 79-81. Retrieved 4 12, 2018, from http://journals.sagepub.com/doi/abs/10.1177/002216787801800113
Heilman, M. E. (2012). Gender stereotypes and workplace bias. Research in Organizational Behavior, 32, 113-135. Retrieved 4 12, 2018, from https://sciencedirect.com/science/article/pii/s0191308512000093
Marston, W. M. (1928). Emotions of Normal People. K. Paul, Trench, Trubner & Co. Ltd. Retrieved 4 12, 2018, from https://archive.org/details/emotionsofnormal032195mbp
Patrick, H. A., & Kumar, V. R. (2012). Managing Workplace Diversity. SAGE Open, 2(2), 2158244012444615. Retrieved 4 12, 2018, from http://diversityfirsttoolkit.org/wp-content/uploads/2015/07/managing_workplace_diversity_issues_and_challenges.pdf


 

 

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