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BOOK REVIEW |
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The 10 Lenses: Your Guide to Living and Working in a
Multicultural World
Reviewed by Judy West, Principal |
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| Legacies (your ancestors’ +experiences) |
Layers (your race, =gender, level of education, etc.) |
Lenses (how you perceive the world) |
In each chapter, he describes the features of a particular lens, the strengths
and shadows of those possessing this lens, and the ways the lens impacts
work, organizational systems, and the law. He also discusses working with
and coaching individuals who have a strong preference for a certain lens.
As you read through the descriptions, you may see yourself favoring one
lens or exhibiting behavior from various lenses. You can begin examining
how these perceptions affect your interactions with others. Perhaps, you
can revisit a difficult interchange or relationship and find new meaning
based on the perceptual baggage you came in with. Can you see yourself
in any of the lenses summarized below?
Assimilationist – Everyone should adopt the values,
customs, and language of the dominant culture. Be more American! Fit in!
Colorblind – Everyone should be treated as a unique
individual.
Culturalcentrist – Personal identity is connected
to ethnicity, race, and customs and should be preserved and protected.
Elitist – Membership in certain groups makes one
more entitled than others.
Integrationist – People should work side by side
to increase tolerance and reduce prejudice.
Meritocratist – Those who work hard will succeed.
Multiculturalist – Honor and be inclusive of all
cultures. Celebrate differences.
Seclusionist – Integration and cross-cultural interaction
is negative.
Transcendent – We have a universal identity as
human beings with a spiritual oneness and similar purpose.
Victim/Caretaker – Skin color, ethnicity, and country
of origin are the primary factors in people’s lives. Due to prejudice
and bias, we must redress past wrongs.
Lenses that one might readily identify with have their downsides, and
others that may initially appear negative, have some positive aspects.
For example: the multiculturalist may make decisions about employee assignments
based on a need for diversity rather than individual skills and abilities.
An assimilationist, however, may mentor others in the organization to
help them achieve a good “fit.”
Williams addresses the reality that working comfortably or getting ahead
in today’s business environment may have more to do with group membership
and style than with competence. He proposes an 11th lens that would “broaden
our vision to incorporate multiple perspectives on reality.” He
urges us to discuss employee perspectives on organizational life and to
be aware that certain employees are more advantaged ( i.e. have a better
fit.) Those that are disadvantaged may not realize that their job performance
may not be the issue in terms of their advancement and interpersonal relationships.
Williams points out, “When individuals are viewing the world through
the same layers and lenses, they are much more likely to understand what
is being said and, more importantly, what is meant. They use similar languages
and examples; their vocal tones and inflections are understood easily,
their facial and body gestures are familiar. As background communality
diverges, people become much more likely to misunderstand each other’s
words and non-verbal communication, and the meaning of messages may become
seriously distorted.”
As we do come from different backgrounds and view the world differently,
what can we do to help ourselves communicate better? Williams recommends
“the 3 Process Ls:”
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