DS News

66 EDUCATE AND UNDERSTAND One of the first steps to take is to determine how best to have these heavy conversations. Some find success in one-on- one conversations while others feel more comfortable in a group dialogue setting. Regardless, it is vital that guidelines for these conversations are set so the conversation is informational, but also respectful. e purpose of these conversations is to communicate openly, without judgment or fear of retribution, and to provide a safe space in which to have these conversations. In order to create that safe space, it is imperative that the moderator or person leading the discussion begins with a set of "House Rules" or conversation guidelines. Since this is not intended to be a space for a debate, some guidelines may be not to interrupt the person speaking or zero tolerance for disrespectful behavior. Also, when setting up these conversations, it's important to share with the audience the purpose of the meeting and the desired outcome. It's important to mention that each discussion should be centered around educating and teaching one another in a way that's respectful and nonthreatening. Setting ground rules like giving everyone their chance to speak, not raising voices, and being mindful to assume positive intent from others will help you facilitate not only an honest discussion but a productive one. Approaching the dialogue with an open mind also is a good rule to set, as well as checking privilege at the door. Since everyone has their own perspective and is the expert of their own experiences, make sure you're being respectful of others and not invalidating their lived and learned experiences. LISTEN TO UNDERSTAND, NOT TO RESPOND Listening is a critical skill for any professional, but especially important when discussing racism and inequality. How people listen is also critically important. For example, most of the time when colleagues are engaged in a discussion, many listen just enough to make their point or share their opinion versus listening to understand. is is where it can be helpful to have someone moderate the conversation, if in a group setting, to make sure that all points are heard and respected. ere also are important characteristics to keep in mind when selecting a moderator to facilitate these discussions. e moderator should be a great communicator who is able to exhibit empathy toward people and difficult situations. Someone who may be a member of a diversity and inclusion group or human resources team, especially if they have experience or training in discussing these types of sensitive and often very emotional topics, would be a great candidate to serve as moderator. STATE THE FACTS When it comes to some commonly used terms like "white supremacy," "affirmative action," "white privilege," and "systemic racism," there may be a general understanding or assumption of what the terms mean among the audience. However, those on the receiving end of the conversation may be all over the board in terms of what those words really mean. Take some time at the beginning of the discussion to define some of the key terms, likely those that will be used heavily throughout the conversation, to level the playing field and ensure that everyone understands the true meaning and history of each term. You may even consider providing a terms sheet with definitions. is would provide a clear definition of each term, serve as a resource document, and ultimately help educate participants. Additionally, defining terms contributes to a fact-based conversation. When it comes to the difficult conversations, facts and stats While these conversations are difficult, if your organization hasn't created an open dialogue culture, take a moment to recognize where you are, take responsibility for where you are, and take the proper steps to become the organization you want to be. Diversity Section By: Quincy Amekuedi

• Cover