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Dover Air Force Base Diversity and Inclusion mission is to attract, recruit, develop and retain diverse world-class talent from all segments of society. Additionally, the program aims to improve the talent management lifecycle processes, foster and enhance a culture of inclusion, improve connectedness while building relationships between and at all levels in support of the Dover Air Force Base enterprise.
Our vision is to become the Total Force model employer by retaining world-class talent consistent with meritocratic principles to sustain our competitive advantages in today’s increasingly challenging security environment. Additionally, Dover Air Force Base champions ‘Accelerating Change’ as the world’s largest strategic airlift wing by extending reach and deterrence through empowered Airmen!
Diversity and Inclusion Working Group
The 436th Airlift Wing Diversity & Inclusion Working Group (DIWG) goal is to identify the diversity and inclusion strengths, issues and opportunities within all aspects of the total workforce at Dover Air Force Base. This charter establishes a systematic, base-wide approach to managing diversity initiatives and addressing barriers to inclusion. The DIWG embodies the pulse of diversity and inclusion throughout the wing, utilizing different approaches to identify barriers and present those challenges to leadership for awareness and possible solutions.
Diversity and inclusion are critical elements to helping the wing achieve strategic goals. Leaders who understand and value diversity help create a culture of inclusion and respect, giving Airmen and their families a sense of belonging to the Air Force community. They live, work, and play.
Official Air Force Diversity Page
The Air Force broadly defines diversity as a composite of individual characteristics, experiences and abilities consistent with the Air Force core values and mission. Air Force diversity includes, but is not limited to: personal life experiences, geographic and socioeconomic backgrounds, cultural knowledge, educational background, work experience, language abilities, physical abilities, philosophical and spiritual perspectives, age, race, ethnicity and gender.
Inclusion is the process of creating a culture where all members of an organization are free to make their fullest contributions to the group's success and where there are no unnecessary barriers to success.
Demographic diversity – refers to the inherent or socially defined personal characteristics, including age, race/ethnicity, religion, gender, socioeconomic status, family status, disability, and geographic origin.
Cognitive/behavioral diversity – differences in work styles, thinking, learning, and personality.
Organizational/structural diversity – organizational/institutional background characteristics and experience affecting interaction within and between teams/groups, including Service, component, and occupation/career field.
Global diversity – in-depth knowledge of and experience with foreign languages and cultures, including citizens and non-citizens, exchange officers, coalition partners, and foreign nationals with whom we interact as part of a globally engaged Air Force.
Department of Defense Board on Diversity and Inclusion Report Recommendations to Improve Racial and Ethnic Diversity and Inclusion in the U.S. Military
DoDI 1020.03: Harassment Prevention and Response in the Armed Forces (February 8, 2018) 2018)
DoDI 1020.04: Harassment Prevention and Responses for DoD Civilian Employees (June 30, 2020)
DoDI 1350.02: DoD Military Equal Opportunity Program (September 9, 2020)
DoDI 1020.05: DoD Diversity and Inclusion Management Program (September 9, 2020)
DoDI 6400.09: DoD Policy on Integrated Primary Prevention of Self-Directed Harm and Prohibited Abuse or Harm (September 11, 2020)
Air Force leaders must understand and effectively manage complex group dynamics and ambiguity. Airmen must be aware when appropriate to inquire, when to advocate, or when an issue requires more decisive, or even unilateral, resolution.
Given rapidly shifting operational realities, diversity and inclusion training and in-depth, practical knowledge of personnel skills and abilities allow Air Force leaders to change course to reach operational objectives nimbly. Communication of full-spectrum inclusion, ability to use appropriate, effective interventions to mitigate diversity-related challenges, and facilitation skills in organizational development support mission success.
Air Force leaders must have domestic and foreign cultural knowledge, awareness, and sensitivity and apply those to operational effectiveness to drive innovation within an organization and strengthen joint leaders, teams, and alliances. Inclusive leaders build Air Force organizations, which are more capable of incorporating different ways of thinking and performing, integrating functional cultures, and combining work methodologies for more innovative, effective results. Air Force leaders function more effectively in cross-cultural settings to produce better operational outcomes.
Air Force leaders must understand multiple cultural frameworks, values, norms, and how they interact for a more specific type of cultural competence. They must understand the dynamics of cross-cultural and inclusion-related conflicts, tensions, misunderstandings, or opportunities. They must understand the history, context, geography, religions, and languages of the regions in which the Air Force conducts operations. Fluency in multiple languages supports global cross-cultural competence.
Air Force leaders must commit to continuous learning, which requires intellectual energy, curiosity, humility, and courage. Air Force leaders must recognize and address their own filters, privileges, biases, and cultural preferences and then be courageous enough to experience and incorporate new ideas and skillsets. They must seek and utilize feedback from diverse sources to sharpen their skills.
All Airmen, military and civilian, must be aware of global and local trends and the sociopolitical environments in which their organizations and fellow Airmen operate and live. They must gather and use competitive intelligence, which generates information and analysis about operating environment aspects that enable strategic decision-making. They should seek to understand how diverse perspectives and work styles combine with an inclusive culture to improve operational outcomes and then use that understanding to connect their people and teams' diverse skills and abilities to the Air Force's core strategies and the necessary outcomes of their assigned missions.
All Airmen, especially leaders, are responsible for ensuring their fellow Airmen are free to make their fullest contributions to the organization's success and the Air Force mission and that there are no unnecessary barriers to success. Thus, air Force organizational leaders must use available tools (e.g., organizational climate surveys, Federal Employee Viewpoint Surveys, etc.) to look for best practices to replicate. These tools also help identify problem areas to address where Airmen perceive or experience barriers to full success as individuals, as part of an organization, and within the greater operational context.
In today's networked environment, Airmen must be well informed about external pressure points on Air Force and Department of Defense operations (e.g. societal shifts, community work councils, environmental concerns, etc.). They must understand Air Force brand management and how Airmen's interactions with society affect the Air Force's ability to conduct its missions. Leaders must always consider identifying external partners to leverage relationships with key external organizations through coordination with legal advisors to enhance Air Force operations. Ability to Create Unit Cohesion through Transparent, Empathetic Leadership. Inclusive Airmen behave in a way that leads other Airmen to trust them in conducting operations. They act as a voice for perspectives, levels, and cultures not otherwise represented. Inclusive Airmen maintain a positive and constructive outlook, and they listen and adapt approaches to fit the team with which they are working. They acknowledge others' perspectives and understand how to motivate and work with minority and majority groups of all types of diversity (as outlined by the Air Force definition of diversity).
Airmen must actively seek new ideas, experiences, and thought leaders to enable their assigned missions. They must collaborate appropriately with others having different perspectives to develop and determine new operational efforts through well-rounded consideration. They are practical about operational realities while also striving to improve. Airmen must be prepared to collaborate with other functional specialists to maximize operational outcomes. Finally, airmen must strive to facilitate and manage complex and sensitive matters with agility.
Airman leaders understand programs and policies that support personnel in their organizations to bring their whole selves to the mission. These leaders work with other organizations and leaders as appropriate to resolve individual and group conflicts. Additionally, leaders strive to sustain and improve the work environment in the face of change to support the growth of Airmen in the organization. Air Force Diversity & Inclusion Competencies. Competencies describe the knowledge, ability, and capability of individuals. Airmen, military and civilian, must be deliberately developed to understand and apply the following diversity and inclusion competencies to the Air Force mission in order to achieve individual, organizational, and operational excellence effectively.
Dover AFB D&I Manager
Tech. Sgt. Charles Crespo Galloza