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PDMI Pre-Test Question Response Score Level of Diversity Maturity High Diversity Maturity (85-100) You demonstrate substantial diversity maturity when dealing with the differ- ences and similarities that people bring to the workplace. PDMI Post-Test Question Response 1 Score 2 N 3 4 4 5 6 7 7 8 3 Moderate Diversity Maturity (70-85) 4 You have thought about diversity, and are open to learning new ideas and behaviors for addressing it. You have 5 demonstrated a desire to address di- versity more effectively but are un 6 clear as to how to go about it 7 Low Diversity Maturity (50-70) 8 You have not thought much about dif- ferences and similarities in the work- 9 place or about how these can be addressed in the most productive way 10 You still have a long way to go toward becoming as effective as you can in addressing diversity Total Score 9 10 Total Score Pre-Assessment INSTRUCTIONS TO THE READER Before you begin to read this book, take a moment to complete this Personal Diversity Maturity Index (PDMI) and assess your current "diversity maturity" level. The PDMT is scenario-based. Please read each of the ten in- dividual scenarios in its entirety and review the possible re- sponses to each given situation. Then write the letter of the response that most closely reflects how you would respond to that scenario on the score sheet provided in Appendix B. When you have completed the pre-test PDMI, turn to your pre-test an- swer key in Appendix C for the scores applied to each response. Record your individual and aggregate scores on your score sheet. Turn to Appendix E for the interpretation of your aggre- gate score. After reading the book, you will have another opportunity in Appendix F to complete a PDMI to compare your responses before and after reading the book. By completing the two different ver- sions of the Index, you will have an opportunity to see how your diversity maturity has evolved as a result of reading the book. 1. You manage a fast-food restaurant that had typically been staffed by younger people. Recently, you've added two older workers to the crew taking orders from customers. You're beginning to hear some mutterings from the younger staff about the older workers taking longer to prepare orders, chatting with customers, and being tentative about your computerized ordering system. What do you do? a. Call a team meeting so that everyone can discuss what's going on at work and talk through their con- cerns. b. Ignore the problem. Your younger staff tend not to stay at the job for very long, so they'll soon be gone. The older staff will already be in place when newer young ones are hired, and these newer staff will sim- ply take the older workers' way of doing business in stride. c. Assess the situation. Are the older workers doing a good job? Are their different work styles producing customer satisfaction or customer annoyance? d. Create teams of older and younger workers so that they can learn from each other. If that doesn't work out, reassign the older workers to jobs that aren't as time sensitive 2. You are active in a suburban, mostly white church that recently "adopted" an inner-city school that is 95 percent African Ameri- can. You are responsible for working with twenty church members who will act as mentors to children at the school. All who have volunteered to be mentors are white. How would you address the situation? a. Let matters rest. What's important is the commit- ment and personality of the individuals who will be mentors, not their skin color. b. Discuss the matter with African American members of your congregation to see what their thoughts are. c. Try to recruit more people of color to participate as mentors d. Leave the need to better "match" mentors and stu- dents to other churches and community organiza- tions 3. What is the most important reason to respond to diversity effec- tively? a. It's the moral, right thing to do. b. It will make my company more competitive. c. The law requires it. d. It will help me get promoted. 4. You are the local manager of a large chain Jardunke store and we know that a competitor will soon open a new store nearby. The hen! Pressement TEN to ne ver m in ga ing that ork as two stores are located in a middle-class, predominantly black neighborhood. You have three days to prepare a proposal for a spe- cial event designed to draw positive attention to your store. Which of the following best describes what you would do? a. You call your staff together to attend a meeting where you present the overall charge and hand out assignments. The staff forms into small groups and sends you daily reports. On day three, you pull the individual reports together into a package. b. Given the short time frame, you decide that this is a responsibility you will handle yourself. You consult with your staff, but you handle all the details. c. You recently worked with two people who really do razzle-dazzle stuff. There was a lot of creativity, which led to some tension and disagreement, but the results were terrific. You call those two people and give them the assignment. d. You choose four employees who live in your store's community and are involved with organizations (churches, schools) in that community. You ask the four to help plan an event that will be responsive to the community's particular interests and priorities, atly bers ave the mit- be bers al serrutiua firm that he OL 5. You are the office manager of a large accounting firm that has a central pool of word processors and data entry personnel. One of your staff has very strong religious beliefs. A Bible is on his desk, and biblical pictures adorn his cubicle walls. During breaks, he often speaks to other staff about his church and encourages them to attend a service. Several of the staff have complained that they are having increasing difficulty remaining focused on their work. What would you do in this situation? a. Provide suggestions to the staff about how they might open a dialogue with this individual to ex- plain their feelings. b. Not do anything and hope things will settle down. You're concerned about infringing on his freedom of religion. c. Talk with the employee. Explain that although he is free to practice any religion of his choosing, his at- tempts to proselytize are interfering with the ability of others to do their job. Tell him he is free to keep the Bible and pictures where they are but that you expect him to refrain from discussing religion with others while in the work area. d. Send out a memo to all staff stating that although your company welcomes differences in politics and religion, neither has any place in the office and should be confined to other activities they engage in. 6. You belong to a ten-member technical group that meets weekly to go over progress and business developments. One member is an Asian American woman whose technical skills are superb and are valued by the group. However, the group has a strong preference for active verbal participation, and she tends to sit quietly during these meetings. How would you handle this situation? a. You recognize that there are probably some cultural factors at work here. But you also know that she's doing an excellent job. So you don't call the matter to your co-worker's or anyone else's attention. b. You speak to your supervisor about your observa- tions and ask her to encourage your co-worker to participate more in the meetings. c. You seek out your co-worker and discuss your ob- servations. You ask her if there's anything you can do to help her become more involved in these meet- ings. d. During the meetings, you actively solicit input from your co-worker. . You work in the research and development department of a manu- facturing industry. Sales staff are always on your case, wanting to know when a "new, improved" product will be ready for mar- ket. They accuse the R&D folks of playing scientist and not realiz- ing the importance of the company's bottom line. What do you do? a. Don't say anything. Salespeople will never under- stand R&D people, so there's no point in trying to get them to comprehend what you're trying to do. Pre-Assessment y P u h h d d . b. Acknowledge that the salespeople have some legiti- mate concerns, but let them know they don't fully understand the scientific development process. c. Establish a cross-functional group with representa- tives from R&D and sales. Set up lunch meetings for the purpose of problem solving around the issues and develop action plans that are compatible with the company's objectives. d. Look at your company's bottom line. Is sales making unreasonable demands that will adversely affect your company's ability to develop high-quality new products and stay competitive? Is R&D more inter- ested in the beauty of scientific discovery than in your company's profitability? Base your decisions on your answers. co 71 re ce 8 8. Your firm, which had previously done business only in the United States, has recently expanded overseas. You've assigned a woman to head the team moving into a South American country. But word has come back that your major customer there is having a hard time accepting a woman heading up the effort. How do you respond? . Look ainto the situation further and determine whether it is her gender or some other factors (such as personality or skills) that are affecting the custom- er's views. b. Leave her in that position, but assign a man to be her special assistant and work with that customer. c. Replace her with a man because it is very important that your company demonstrate its commitment to customer needs. d. Contact the customer and ask what the company ex- pects in the way of results from a team leader. Deter- mine whether the current team leader can meet these expectations. If she can, tell the customer this and explain that you plan to keep her in the position. If she cannot meet expectations, assign the job to someone who can. 9. Which of the following is likely to demonstrate the most diversity? a. A conference attended by scientists of both genders and multiple ethnicities. b. A communitywide meeting for the purpose of deter- mining how best to use a tax windfall. c. One white male, one African American male, one Hispanic male at a local sports event. d. I wouldn't know without observing and talking to the individuals present. 10. You are a regional manager of a drugstore chain. You are getting ready to go into one of your stores when you hear two elderly women talking about a particular cashier. You introduce yourself to them and explain that, as a manager, you would like to know how their shopping experience was. One of the women explains that she felt very uncomfortable with the cashier who rang up her order. As the cashier was bagging the order, his shirtsleeve slid up and the woman noticed a tattoo on his forearm. She said, "I've been shopping here for years, and I always thought that you hired, clean, presentable young people!" How should you respond to this customer? a. Explain that your store prides itself on hiring quality employees who provide good service to customers, but also prides itself on letting employees express their individuality as long as it does not affect the service customers receive. b. Tell the customer you will talk to the cashier and ask him to cover the tattoo so that customers will not see it. c. Sympathize with the customer about "kids these days," but explain that the company's hands are tiedyou can't interfere with an individual's right to express himself or you may get sued. d. Apologize for her experience and offer her a five dollar coupon toward her next purchase at the store