CULTURE AND INTERNATIONAL RELATIONS

Culture and International Relations

Culture and International Relations

Introduction

In 2000 the British Council appointed what it then called a Diversity Manager. Typical of many other organisations, irrespective of sector, the post was part of its human resources portfolio. Shortly afterwards, the decision was taken to move the equal opportunity and diversity (EO&D) brief and to form a strategic EO&D team, known as the Diversity Unit. This began more formal recognition of the central role EO&D plays within the fields of cultural relations. and public diplomacy, particularly when viewed in the context of the British Council's work in over 100 countries and territories across six continents (Bátora, 2008, pp.58-68). Organisational values of integrity, mutuality, creativity, professionalism, and valuing people also support the belief that EO&D belongs at the heart of what the British Council does.

A particular challenge for the newly created Diversity Unit was to find a way of weaving EO&D into every aspect of the organisation's work, a process that we call 'mainstreaming', which has become a central pillar of the British Council's approach. The next key challenge was to find a way of measuring progress towards this goal. In response to this need, the Diversity Assessment Framework (DAF) was developed, and it is this which is the focus of this publication (Berridge, 2005, pp.265-271).

In what follows, we aim to provide an insight into the DAF's development and implementation and, in doing so, contribute to the wider diversity management discourse. Chapter one will set the DAF in the wider context of the British Council's EO&D work; chapter two will provide an overview of the DAF itself and offer the reader an understanding of how it is operationalised; chapter three will highlight the key changes and adaptations that have been made since its inception; while chapter four stresses the impact the DAF has had on the organisation's culture and wider learning. Finally, chapter five will provide concluding remarks, exploring the application of global standards for equality and diversity (Booth, 2006, pp. 371-377).

The British Council and equality and diversity

The British Council's stated purpose is 'to build trust and engagement for the UK through the exchange of knowledge and ideas between people worldwide'. It is hardly surprising, therefore, that equal opportunity and diversity (EO&D) is considered central to everything that the organisation does. Trust and engagement (on both a local and global level) are conditional on an ability to display respect for diversity and foster mutual understanding when navigating the complexities of cultural difference. This ability is part of the competence and, indeed, confidence of working in cross-cultural contexts.

Inequality, whether perceived or otherwise, can undermine this process and harm the fragile relationships vital to effective cultural relations. Inequality breeds mistrust and creates tension, conflict, rage and unrest. It obstructs access to resources, dampens hope, restricts economic and social growth and consigns many people to the margins of society. It must therefore be challenged and organisations such as the British Council are in a unique position to be part of this process ...