Addressing the Concerns of the White Man as Full Diversity Partners

By
Erik Oosterwal

• Northern/Western European descent (although males of southern and eastern European heritage are commonly included)
• Male
• Heterosexual
• Upper-middle class
• Christian
• Not handicapped

If any of the characteristics are not met, then that person is grouped with the associated subordinated group. In order to understand the requirements of the white man, it is important to understand the psyche of the white man--with what values and expectations has the white man developed.


The underlying code of the white man has deep roots in what has become known as "The German Work Ethic". The white man is known by what he does. Even German and English names reflect early jobs and professions--Tailor, Clarke, Baker, Hunter, Cooper, Smith, Fletcher, etc. While not all family names represent jobs, there are enough to show that it is quite common for the white man to be known by his works.

Besides being known by their works, the following characteristics can be found in white men.  Bear in mind that this list is intended to paint a very broad stroked picture.  It would be presumptuous to think that all white men have all these characteristics.  The list is intended to give a starting point by which we can measure other things presented in the article.

• Survivor mentality that focuses on present a future events rather than dwelling on past events.
• A tendency towards rugged individualism--independence.
• A "can do" attitude.
• Actions are based on principle and conscience--there is a strong sense of duty to God, country, and immediate family.
• A no-nonsense focus on hard work, action and task completion.
• Striving for success and the materialism it brings.
• "Measured moderation" and "silent strength".
• A focus on dominating one's environment--both physical and social.
• The perspective that time is linear and future focused. All actions have a beginning, and process and an end--you never get a chance to repeat an action once it has been done.
• A low tolerance for uncertainty. White men abhor chaos and strive for order in daily routines, the systems they design, and the products they build. White men want to know what the future will bring and commonly draw up 5-year plans in order to provide security and focus for their future.
• Rationality and logic are honored over emotion. White men are not comfortable expressing emotion in public, which includes a reluctance to express emotion through physical art such as dance. White men need their personal space and are not comfortable touching others or being touched by others--especially not hugs.
• Focus is on action rather than reflection. Reflection does not accomplish any work, action accomplishes work.

White men, being individualistic, have a hard time seeing themselves as part of a group that has cultural norms. If you ask a white man what it is like to be a white man they will have a hard time answering since they have nothing else to compare it to. This limits the white man from being able to see how their cultural norms affect themselves, other white men, their organizations, and most importantly, how it affects subordinated groups.


How white men see other groups:

• Other groups should learn how to be more like white men.
• Other groups are lazy.
• Other groups are weak.
• Other groups spend too much time playing and not enough time working.
• Other groups are covertly trying to upset the status quo by removing all white men from power.

How other groups see white men:

• White men do not have to prove themselves in order to be accepted as equal.
• White men do not have to define themselves--white men are not seen as being just like every other white man.
• White men are not stereotyped--the white man's group is considered the norm and all other groups are deviations of that norm.
• White men are viewed as individuals whereas members of subordinated groups are seen as part of a group.

What subordinated group members can do:

• Be willing to work to succeed in spite of real and perceived obstacles.  Most white men did not get into the positions where they are just because it was handed to them.  White men also work to overcome obstacles, although there may be fewer and they won't be the same kinds of obstacles.
• Learn to partner with white male allies to promote the success of your subordinated group.  The most difficult part of this is finding the white, male ally.  When working with a white, male ally it is important how you promote your subordinated group so that it is not seen as a ploy to remove white men from power.
• Be willing to point out instances when you are being exploited or oppressed.  Many times, because white men are not familiar with the norms of a subordinated group, they may do or say things which are expoitive or opressive without realizing it.  By pointing out when these cases happen, white men can learn what is appropriate and what is not.
• Be willing to educate white men on what needs your group has and how they can help you succeed. Because white men view the world from their point of view they can often be oblivious to specific needs that a subordinated group has.  These are very often basic needs that the white man takes for granted as being available for everyone even when these services aer not available for all.

What white men can do:

• Recognize and accept that you are part of the group that holds most of the power, privilege, and influence.
• Become aware of the attributes that are unique to being a white man and how they are perceived by subordinated groups.
• Recognize your behavioral characteristics and how they affect people who are not part of your group.
• Be willing to ally and partner with subordinated group members to help them achieve success for themselves and others in their group.
• Become aware of the white male group patterns that impede the success of subordinated groups.
• Work to influence other white men to become aware and reduce the negative impact your status as the dominant group has on subordinated groups.
• Recognize that diversity is not the same thing as affirmative action or equal opportunity employment.
• Recognize that you have not been subjected to the same experiences of discrimination that subordinated group members have.
• Recognize that you must be equal partners with members of subordinated groups within your organization's diversity activities and initiatives.

Encouraging underrepresented groups in white male dominated professions:

• Find out what things about the profession appear inhospitable to subordinated group members, then remove those barriers.
• Medicine and law used to be white male dominated professions and both have seen dramatic changes in demographics within one generation. What can we learn from these models?
• How do we make the profession more attractive to members of subordinated groups?
• Find out what barriers subordinated group members face in getting the required education for the profession and remove them.

Copyright Erik Oosterwal - 2004
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