Give and Take: Adaptation of Worksite Culture in Canada’s Diamond Mines
As an occupational culture, mining comes with its own set of rules, agendas and values. Yet mines operate in the traditional territories of indigenous communities, with whom specific agreements are negotiated that commit to respect culture, economy and environment. Mines also employ extremely diverse workforces whose value systems often come into conflict. This paper will discuss ways that NWT diamond mines have adapted to their workforce, to ensure that rights and cultures of their diverse workforce can be respected. Historically, the concept of culture has been dealt with solely through the forum of flawed “cross-cultural workshops”. Gibson will present a model of a new type of workshop based on the top ten cross-cultural conflicts that actually arise at a remote minesite. This model helps managers, team leaders, and workers to tackle in-mine conflicts that arise based on values. In addition, Gibson suggests that the concept of culture must be more rigorously applied throughout the mine structure and not discussed only in the forum of the cross-cultural workshop.
Socio-Economic, workplace conflict, culture, Sustainability