布里斯班代写Essay:色盲方法

2019-09-22 23:16

色盲方法类似于美国著名的“大熔炉”概念。大熔炉指的是每个人都融在一个锅里，意思是人们被同化成为一个锅。色盲的方法试图让人们把每个人都看成是“色盲”。这意味着不注意一个人的肤色，看到每个人都一样。努力促进一个色盲的原则,所有人都被作为单独的人类不考虑种族,是为了消除种族主义和歧视,促进正义,一般改善经济和社会环境对黑人在美国(瑞安,亨特,Weible,彼得森,&卡萨斯,2007)。在工作场所使用色盲方法的一个例子是，构建奖励机制，促进更多的非少数族裔与少数族裔之间的合作，将重要的深层次特征带到前台，同时将演示图像的差异(如种族和民族多样性)推到后台(Stevens, Plaut， & Sanchez, 2008)。在工作场所使用色盲方法需要将个人的背景/文化放在一边，关注个人的个性特征。这种方法侧重于在一个人身上发现独特的和相似的品质，这似乎在理论和经验层面上都有一些希望，有助于促进积极的群体间结果(Rosenthal & Levy, 2010)。关注一个共同的群体内认同(“我们”)，它超越了群体间的差异(“我们”和“他们”)，已经被发现可以改善群体间的态度(Gaertner, Dovidio, Anastasio, Bachman， & Rust, 1993)。然而，这种方法的问题在于，似乎没有形成一个“我们”群体。这种方法所需要的同化过程会对形成“我们”心态造成阻力。同化似乎有负面影响，特别是对社会地位较低的群体成员(罗森塔尔和利维，2010)。研究表明，非优势群体成员的同化不一定成功或可取(Oudenhoven, Prins， & Buunk, 1998)。这一信息不应该令人惊讶，因为同化的过程剥离了一个人的身份，并寻求创建一个可接受的身份。色盲方法似乎只适用于非少数群体。强烈相信个人价值或高度归属感的非少数群体很可能高度认同支持色盲的组织(Stevens, Plaut， & Sanchez, 2008)。色盲法最适合让非少数族裔的人觉得自己被包括在内，但对少数族裔来说却恰恰相反。把一个人的身份放在一边的想法并不会导致更少的偏见，但实际上与更高水平的增加偏见有关(Richeson & Nussbaum, 2004)。虽然这一方法的意图是真诚的，但它似乎不是一种真正重视多样性的方法。
布里斯班代写Essay:色盲方法
The colorblind approach is similar to the well-known American concept of the “melting pot”. The melting pot implies that everyone melts together in one pot, meaning that people assimilate to become one.  The colorblind approach seeks to have people see everyone as ‘colorblind’. This means not paying attention to the color of ones skin and seeing everyone the same. Efforts to promote a colorblind principle in which all people were to be judged as individual human beings without regard to race or ethnicity, was intended to eliminate racism and discrimination, promote justice, and generally improve the economic and social climate for Blacks in the US (Ryan,Hunt,Weible,Peterson, & Casas, 2007). An example of using the colorblind approach in the workplace is to structure rewards that foster greater nonminority-minority collaboration, bringing important deep-level characteristics to the foreground while pushing demo- graphic differences, such as racial and ethnic diversity, to the background (Stevens, Plaut, & Sanchez, 2008). Using a colorblind approach in the workplace entails pushing back ones background/culture aside and focusing on the persons individual characteristics. The way that this approach focuses on finding unique and similar qualities in one seems to have some promise at both the theoretical and empirical levels in facilitating positive intergroup consequences (Rosenthal & Levy, 2010). Focusing on a common in-group identity (“we”), which transcends intergroup distinctions (“us” vs. “them”) has been found to improve intergroup attitudes (Gaertner, Dovidio, Anastasio, Bachman, & Rust, 1993). Though, the problem with this approach is that there doesn’t seem to be an “we” group formed. The process of assimilation that this approach entails creates a resistance to forming a “we” mindset. Assimilation seems to have negative consequences, especially for members of lower status societal groups (Rosenthal & Levy, 2010).  Research indicates that assimilation is not necessarily successful or desirable for non- dominant group members (Oudenhoven, Prins, & Buunk, 1998). This information should not be surprising as the process of assimilation strips ones identity and seeks to create an accepted identity. The colorblind approach seems to only identify with non-minorities. Nonminority’s who believe strongly in individual merit or have a high need to belong are likely to identify highly with an organization that espouses colorblindness (Stevens, Plaut, & Sanchez, 2008). A colorblind approach works best for making nonminority’s feel included but does the opposite for minorities. The idea of putting someone’s identity to the side does not lead to less bias but is actually associated with higher levels of increases bias (Richeson & Nussbaum, 2004). While the intentions of this approach were sincere, it does not seem to be an approach that truly values diversity.

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