Leading Diverse Communities Book

	Acknowledgments	xiii
	The Authors	xv
	About NCBI	xvii
	Introduction	xix
Chapter 1	Building Environments to Welcome Diversity	1
Principle 1	Guilt is the glue that holds prejudice in place	2
Principle 2	Welcoming diversity means every person counts and every issue counts	6
Principle 3	Treating everyone the same may be unintentionally oppressive	10
Principle 4	Meetings go better when everyone is included	14
Principle 5	Recognize and work with the diversity already present in what appear to be homogeneous groups	18
Principle 6	People can take on tough issues more readily when the issues are presented in a spirit of hope	22
Principle 7	Building a team around us is the most powerful way to bring about institutional change	26
	Principles in Action: Durham, North Carolina	30
Chapter 2	Healing Ourselves to Change the World	33
Principle 8	We all carry records about other groups that prevent us from building effective alliances	34
Principle 9	Effective anti-racism leadership in the present means healing scars from the past	40
Principle 10	When we respond to a present situation with intense emotion, we are usually acting out of a past unhealed difficulty	44
Principle 11	Underneath every oppressive comment lies some form of injury	48
Principle 12	People who feel good about themselves do not mistreat others	52
Principle 13	When witnessing oppressive behavior, having a chance to vent leads to clearer thinking about what is useful to do next	56
Principle 14	Diversity leadership requires reclaiming courage	62
Principle 15	Being an ally to another group requires us to heal the negative messages we have internalized about our own group	66
Principle 16	Healing discouragement leads to more effective activism	70
	Principles in Action: Allentown, Pennsylvania	76
Chapter 3	Becoming Effective Allies	79
Principle 17	Human beings want to be allies with one another	80
Principle 18	One-on-one relationship building is at the heart of effective intergroup coalitions	84
Principle 19	Risk taking and mistake making are essential for building close relationships across group lines	88
Principle 20	We can choose our attitude toward what we hear	92
Principle 21	We don't change people's minds; we change their hearts with personal stories of discrimination	96
Principle 22	Listening is not the same as agreeing	102
Principle 23	If you wish to move a conflict forward, there is no room for two hurts at the same time	106
Principle 24	You can develop sound policies on controversial issues when you understand the heartfelt concerns on all sides	110
Principle 25	Reach for the higher ground	114
Principle 26	Building relationships with people who belong to groups that have traditionally mistreated our people is a powerful way to break the cycle of mistrust	118
	Principles in Action: Birmingham, Alabama	122
Chapter 4	Empowering Leaders to Lead	125
Principle 27	Effective leadership requires individual initiative	126
Principle 28	Effective leadership for diversity requires having the integrity to take principled stands	130
Principle 29	Leaders deserve to be cherished and supported	136
Principle 30	Attacks on leaders are a form of oppressive behavior	140
Principle 31	Leaders change more readily through generosity from others than through criticism	144
Principle 32	A trusted leader admits and corrects mistakes	150
	Principles in Action: Washington, District of Columbia	154
	Assessment Worksheet for Moving from Healing into Action	159
	Conclusion	165
	Resources	167