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 often also operate in the traditional territories of indigenous communities, with whom specific agreements are negotiated that commit to respect culture, economy and environment. Mines in these locations employ extremely diverse workforces whose value systems often come into conflict in on-the-job relationships. Adaptation of individual worker attitudes and industrial operating culture thus both need to occur if there is to be the negotiation of a workable relationship. 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 ?cross-cultural? workshops. Gibson presents a model of a new type of ?cultural-engagement? workshop based on the top ten cross-cultural conflicts that actually arise at a remote mine-site. This model helps managers, team leaders, and workers to tackle in-mine conflicts that arise based on differing value systems of aboriginal and non-aboriginal workers and management. 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.