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| Acknowledgments | |
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| The Authors | |
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| About NCBI | |
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| Introduction | |
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| Building Environments to Welcome Diversity | |
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| Guilt is the glue that holds prejudice in place | |
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| Welcoming diversity means every person counts and every issue counts | |
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| Treating everyone the same may be unintentionally oppressive | |
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| Meetings go better when everyone is included | |
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| Recognize and work with the diversity already present in what appear to be homogeneous groups | |
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| People can take on tough issues more readily when the issues are presented in a spirit of hope | |
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| Building a team around us is the most powerful way to bring about institutional change | |
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| Principles in Action: Durham, North Carolina | |
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| Healing Ourselves to Change the World | |
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| We all carry records about other groups that prevent us from building effective alliances | |
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| Effective anti-racism leadership in the present means healing scars from the past | |
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| When we respond to a present situation with intense emotion, we are usually acting out of a past unhealed difficulty | |
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| Underneath every oppressive comment lies some form of injury | |
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| People who feel good about themselves do not mistreat others | |
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| When witnessing oppressive behavior, having a chance to vent leads to clearer thinking about what is useful to do next | |
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| Diversity leadership requires reclaiming courage | |
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| Being an ally to another group requires us to heal the negative messages we have internalized about our own group | |
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| Healing discouragement leads to more effective activism | |
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| Principles in Action: Allentown, Pennsylvania | |
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| Becoming Effective Allies | |
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| Human beings want to be allies with one another | |
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| One-on-one relationship building is at the heart of effective intergroup coalitions | |
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| Risk taking and mistake making are essential for building close relationships across group lines | |
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| We can choose our attitude toward what we hear | |
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| We don't change people's minds; we change their hearts with personal stories of discrimination | |
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| Listening is not the same as agreeing | |
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| If you wish to move a conflict forward, there is no room for two hurts at the same time | |
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| You can develop sound policies on controversial issues when you understand the heartfelt concerns on all sides | |
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| Reach for the higher ground | |
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| Building relationships with people who belong to groups that have traditionally mistreated our people is a powerful way to break the cycle of mistrust | |
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| Principles in Action: Birmingham, Alabama | |
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| Empowering Leaders to Lead | |
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| Effective leadership requires individual initiative | |
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| Effective leadership for diversity requires having the integrity to take principled stands | |
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| Leaders deserve to be cherished and supported | |
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| Attacks on leaders are a form of oppressive behavior | |
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| Leaders change more readily through generosity from others than through criticism | |
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| A trusted leader admits and corrects mistakes | |
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| Principles in Action: Washington, District of Columbia | |
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| Assessment Worksheet for Moving from Healing into Action | |
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| Conclusion | |
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| Resources | |