Quacks like a duck and walks like a duck…I don’t want to be a bad quack. Good quack, bad quack sounds judgemental. Not as easy to be or become a good quack as I think it should. I get to work with hundreds of caring people throughout the week and as often as I recognize kindness, curiosity, creativity, perseverance, humility and prudence, there are moments when my colleagues, or myself, become irritated by what we see, said, felt or did. Irritation is when something outside or inside you makes you feel annoyed or upset, kind of like when you hear a noise that’s too loud or when someone or something keeps bothering you. It’s not just about feeling annoyed in your mind; your body can react too. You might feel your heart beating faster, your face getting warm, or your stomach feeling tight. It’s like your whole body and mind are saying, “I don’t like this.”
Irritability may not always result in a stress or trauma response. Sometimes we cannot tolerate the experience in that moment, sometimes we can overcome the irritation together, sometimes it is something more meaningful. It begins with an irritation, a basic emotional and physiological reaction to a bothersome stimulus. This could be anything from a minor annoyance to something more persistent. At this stage, the body might show mild signs of discomfort, such as increased heart rate or a feeling of unease. People’s tolerance for what irritates them varies greatly, influenced by our character, mood, and the context of the situation.
When irritations persist or are intense, they can overwhelm our ability to cope, escalating to a state of intolerable stress. This stress is more than just feeling overwhelmed; it’s when the situation exceeds one’s resources or ability to manage. Physiologically, the body’s stress response kicks in, releasing hormones like cortisol and adrenaline to prepare for action. This can manifest as anxiety, agitation, or even physical symptoms like headaches or digestive issues.
In response to this intolerable stress, the body may engage in one of the stress responses: fight (confronting the stressor), flight (escaping the situation), freeze (becoming immobilized), or fawn (pleasing others to avoid conflict). These responses are automatic, evolved as survival mechanisms. The chosen response often depends on the individual’s past experiences, personality, and perceived effectiveness in reducing the stress.
For individuals with a history of trauma, the escalation from irritation to stress can trigger a trauma response. This goes beyond the immediate stress reaction and taps into past traumatic experiences, causing the individual to react in ways that were previously necessary for survival. Trauma responses can include intrusive memories (flashbacks), hyper arousal (being on constant alert), hypersensitivity (overreacting to stimuli), avoidance (staying away from reminders of the trauma), or persistent negative moods and thoughts. These reactions are often disproportionate to the current situation but are deeply rooted in the need to protect oneself from perceived threats.
We describe this as an escalation. During the escalation we rely on additional resources, internally and externally. When our internal resources or the external resources can no longer cope with the irritant our responses are not always healthy or well meaning. The escalation from irritability to a trauma response is not linear and can vary widely among individuals. Factors such as resilience, support systems, coping mechanisms, and the nature of the irritant or stressor play significant roles in how one progresses through these stages. Understanding and recognizing these levels can be crucial in providing appropriate support, whether it’s through patience and understanding, stress management techniques, or professional help for those dealing with trauma.
I said I work with hundreds of caring people throughout the week. This group of people I work with are very diverse. Me may share similar tasks that center around supporting someone else’s hopes, dreams, goals and personal vision; including this other persons beliefs, feeling and actions. Working with a diverse group of caring individuals, all dedicated to supporting another person’s aspirations, beliefs, and personal vision, is both rewarding and challenging. This shared commitment can foster a strong sense of community and purpose, but it also has the potential to lead to irritation due to several factors.
The diversity within the group, while a strength, can also lead to differing opinions on how best to support the individual’s goals. Each team member brings their own experiences, cultural backgrounds, and personal biases to the table, which can influence their approach and create potential for conflict or irritation. The emotional investment in ensuring the well-being and success of the person you’re supporting can intensify feelings of frustration when obstacles arise. This can stem from external challenges or differing views within the team on the best course of action. The desire to see the person achieve their hopes, dreams, and goals can place a significant amount of pressure on the team. When progress is slow or setbacks occur, it can be a source of stress and irritation, particularly if there are high expectations for success. Supporting someone’s personal vision requires a delicate balance of encouragement and respect for autonomy. Navigating this boundary, especially when it involves personal beliefs and feelings, can be challenging and may lead to moments of irritation when there is a misalignment between the supporter’s intentions or beliefs and the individual’s desires.
If you have read this so far I need to discuss the elephants in the room: prejudice, discrimination and racism. With diversity comes strange relationships, not always effective, enduring or productive. I may have been kind in describing the experience of irritation but I cannot avoid the conversation that recognizes the destructive forces that can cause irritation. My go to stress response is to fawn, I do not like the discomfort that comes with stress and these stressors can trigger trauma that I would rather avoid. But when I’m in a good place I can tolerate more discomfort.
In psychological terms, irritability is often considered a mood state that can influence behavior and interpersonal interactions. It may lead to impatience, short temper, and a propensity to react disproportionately to minor annoyances or provocations. Since irritability can affect a person’s quality of life and relationships, understanding its causes is important for managing or treating the underlying issues contributing to this heightened state of emotional sensitivity. Sometimes this irritability is the tip of a horrific iceberg.
Racism involves prejudice, discrimination, or antagonism directed against someone of a different race based on the belief that one’s own race is superior. In the workplace, racism can manifest in various forms, from overt acts like racial slurs or exclusion from certain projects to more subtle forms like micro aggressions or implicit biases in decision-making processes
Prejudice refers to preconceived opinions or feelings, either favourable or unfavourable, that are not based on actual experience or reason. In the context of the workplace, prejudice can influence hiring, promotions, team dynamics, and daily interactions, often leading to a hostile work or community environment for those affected.
Discrimination in the workplace involves treating someone unfavourably because of their race, age, sex, religion, national origin, physical or mental disability, or sexual orientation. Discrimination can be direct, such as in hiring or promotions, or indirect, through policies that disproportionately affect certain groups.
The diverse workforce, with their unique perspectives and experiences, can play a pivotal role in leading and inspiring change within organizations, particularly in enhancing diversity, equity, inclusion (DEI), and addressing psychosocial hazards in the workplace. Their insights into different cultures, languages, and approaches to problem-solving can enrich organizational practices and policies. This is what I have planned to lead and contribute to necessary changes to become culturally competent and challenge any conscious or unconscious bias I may have. Maybe it is my bias or maybe it is one of my values but, in a free and democratic country like Canada, an inclusive and equitable workplace is defined by its commitment to valuing, respecting, and embracing the diversity of its workforce. This includes recognizing and appreciating differences in race, gender, age, religion, disability, sexual orientation, ethnicity, and cultural background. The goal is to create an environment where all people, in the community and in the workforce have equal access to opportunities, are treated fairly, and can contribute fully to the organization’s success. Planning for change helps me, here are some things I am doing to help keep me on track, maybe they can help you. I’m sure there are more things we can do. All this spills over from the workplace and into your community.
1. Share Unique Perspectives and Insights
Cultural Exchange: Culturally diverse staff can share their cultural insights and perspectives, contributing to a richer, more diverse workplace culture. This can include informal sharing sessions, cultural competency training, or participation in diversity and inclusion committees.
Language Skills: Utilize language skills to bridge communication gaps within the workforce, serve as translators or interpreters, and facilitate more inclusive communication practices.
2. Advocate for Inclusive Policies and Practices
Policy Development: Participate in the development or revision of organizational policies to ensure they reflect the needs and perspectives of a diverse workforce. This can include policies on anti-discrimination, harassment, and equal opportunity.
Inclusion Initiatives: Lead or support initiatives aimed at promoting inclusion, such as mentoring programs for new immigrants or language learning support for non-native speakers.
3. Promote Awareness and Education
Cultural Awareness Sessions: Lead or organize sessions that promote cultural awareness, understanding, and sensitivity among all staff members. These can help dismantle stereotypes and encourage mutual respect.
Educate on diversity, equity, inclusion (DEI) Issues: Use personal experiences to educate colleagues about the challenges related to discrimination, bias, and exclusion, and how these can be addressed in the workplace and in your community.
4. Model Inclusive Behavior
Lead by Example: Demonstrate inclusive behavior in everyday interactions, showing respect for all cultures and perspectives. This sets a positive example for colleagues and can influence the overall workplace culture.
Conflict Resolution: Utilize skills in conflict resolution to navigate and mediate cultural misunderstandings or disputes, promoting a more harmonious work environment.
5. Build Alliances and Networks
Networking: Build networks and alliances with other foreign and domestic staff who are interested in promoting diversity and inclusion. These networks can provide support, share best practices, and collaborate on initiatives.
Engage with Leadership: Engage with organizational leadership to advocate for change, providing insights into the benefits of a diverse and inclusive workplace and suggesting practical steps for improvement.
6. Utilize External Resources and Partnerships
Community Engagement: Forge partnerships with community organizations, NGOs, and professional associations that focus on supporting foreign workers and promoting diversity. These partnerships can bring additional resources and expertise into the organization.
Leverage External Training: Recommend or facilitate access to external training programs on cultural competency, anti-racism, and inclusive leadership for the benefit of the entire organization.
7. Foster an Environment of Continuous Learning
Feedback Mechanisms: Advocate for and participate in the creation of feedback mechanisms that allow all employees to voice concerns and suggestions for improving diversity and inclusion in the workplace.
Continuous Improvement: Encourage a culture of continuous improvement, where policies, practices, and initiatives are regularly reviewed and updated based on feedback and changing needs.
I’m one person, interested in overcoming bias, including racism, prejudice and discrimination. I do not value these beliefs that one, or another race is supreme, or that some characteristic can be generalized across some culture, religion, ethnic or political group making that group good or bad, more valuable or honourable than another. I do take comfort in working with many who are tolerant and less susceptible to being irritated by someone’s thoughts, beliefs, feelings or actions. Maybe I’m naive and biased toward thinking that we can live equitably and equally with everyone, but alas there are some who do not want to live with me. This makes me sad.
It’s important to recognize that biases, whether based on race, ethnicity, religion, or any other characteristic, are deeply ingrained in many societies. These biases are often perpetuated by historical injustices, systemic inequalities, and cultural narratives that reinforce division rather than unity. Overcoming them requires persistent effort, education, and empathy. While it’s valid to feel saddened by the presence of exclusionary attitudes, my vision , one that I share with many others, contributes to the collective effort needed to build a more inclusive society. Remember, throughout history, progress has often been driven by those who dared to imagine a better world and worked tirelessly to make it a reality. Seek out communities and groups that share this commitment to overcoming bias and fostering an inclusive society. Being surrounded by like-minded individuals can provide support, inspiration, and a reminder that I am not alone in my efforts. It’s a testament to the belief that change is possible, one person and one action at a time. I want to be an inclusive quack… I like to think that on a long enough timeline – we win.