Learning can be frustrating. You may feel like you’re “never going to be able to learn everything” and “it’s too hard to keep up.” There is a lot of information out there, and it can be challenging to learn about an experience outside of your own and do justice to that learning process. Where do you start? How will you know you’ve learned enough—let alone even the right things?
Much of that angst and anxiety stems from an emphasis on cultural competence in many of our learning institutions. We’re taught that once you learn enough about another culture you are “competent,” and ready to move on. But where does that thinking leave us? We can become overwhelmed by shifting cultural practices (e.g., including personal gender pronouns in email signatures), evolving language (e.g., “Do I say ‘person with a disability’ or ‘disabled person?’”), and what can feel like an insurmountable amount of new information to consume in order to not say or do the “wrong thing.” What if instead we coupled our efforts for competence with a framework of cultural humility, owning our ignorance and striving for a lifelong process of learning and growth? This philosophy affirms statements like “I don’t know” and fosters a celebration of curiosity and cultural immersion.
Cultural competence: “the ability to interact effectively with people of different cultures, helping to ensure the needs of all community members are addressed.”14
Cultural competence is centered around building knowledge about cultural experiences through training and education. The philosophy posits that by consuming specific information about a diversity of experiences, providers will be better equipped to provide more effective, culturally competent services.
Organizations can create (or draw upon) consistent, concrete frameworks of knowledge necessary for staff, trainees, and providers to learn or review prior to engaging in service or being cleared to perform public-facing duties. Upon completion of mandatory new employee trainings (e.g., “Trans 101” and “Disability Awareness” or continuing education units on “Racial justice” or “Unpacking Privilege”), staff across positions can equally assert “competence” regardless of prior training, educational background, and life experiences.
Establishing a specific set of knowledge as the prerequisite for providing effective service promotes a monolithic and limited view of cultural experiences. For example, if a disability culture training is grounded strictly in a person-first philosophy, the facilitator is erasing the lived experience of disabled folks who prefer the identity-first approach. Upon completing the training, attendees will have no incentive or expectation to pursue other potential perspectives outside of their own personal curiosity. Achieving “cultural competence” evokes the image of a finish line, with the belief that a staff member has acquired all of the relevant information needed to provide culturally sensitive services—when really it is just the beginning of a journey toward greater awareness and understanding.
Cultural humility: “the ability to maintain an interpersonal stance that is other-oriented (or open to the other) in relation to aspects of cultural identity that are most important to the [person].”15
A concept proposed by Melanie Tervalon and Jann Murray-Garcia in 1988, cultural humility is an approach to cultural competency that emphasizes a philosophy of lifelong learning rather than a terminal process—a treadmill approach rather than a finish line.
Cultural humility is comprised of three tenets:16
- Lifelong commitment to self-evaluation and critique. This tenet is the basis of the treadmill metaphor. Culturally humility demands we accept that we are never done learning about experiences outside of ourselves and we never will be. This humility offers room to be curious about new experiences and can foster a desire to continue learning, owning when we do not know things rather than being ashamed of our ignorance.
- Fixing power imbalances. Cultural humility celebrates the unique perspective each individual brings through their own lived experience.
- Develop partnerships with people and groups who advocate for others. The final tenet is a push for larger systemic change. Self-evaluation and fixing power imbalances must occur at a larger community level, not just individually. Developing partnerships with community organizations and advocates creates more far-reaching ripples, leading to more meaningful cultural shifts than what can be achieved by individuals alone.
Balancing humility and competence
Cultural competence establishes an expectation that staff must learn specific information about marginalized cultures in order to provide culturally relevant services. The expectations are associated with concrete, measurable markers of competence and can be implemented in a way that cultivates organization-wide, fundamental understanding of the lived experiences of certain marginalized communities.
Cultural humility encourages staff to continue learning beyond the basics, understanding that introductory trainings are limited and typically only have the capacity to provide cursory reviews of broad themes and content. In order to avoid patterns of treating marginalized communities as monolithic, cultural humility requires staff to commit themselves to an ongoing process of learning, owning biases and ignorance, listening to members of marginalized communities as experts on their own experience, and collaborating with established community advocates to create larger, community-wide shifts in service provision practices.
Making an internal priority to train, retrain, and refocus your conversation over time allows for ownership of cultural humility to become part of the fabric of your organization and a lens through which you make all levels of organizational decisions.
What you should know
- Whether it’s a pilot program or a training, just get started!
- Be open! This will be an ongoing process and will not be perfect the first time.
- Leverage community-based partners and local educators. They are eager to share their knowledge.
- This type of work may bring up discomfort within your team. Take the time to build trust with your staff.