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Welcome!Today’s session will help you to develop strategies to work more effectively with those whose cultures are different from their own by: Identifying components of cultural competence. Exploring areas of intercultural difference. Developing an awareness of personal areas of difference or
diversity. Growing awareness of personal styles for encountering or
managing differences. Identifying strengths and areas for development around
diversity and inclusion.
Cultural Competence IS…
Awareness
KnowledgeSkill
Cultural Competence is NOT…• Reductionism– The whole is merely the sum of its parts
• Reductionism– The whole is merely the sum of its parts
=+ +
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Cultural Competence is also NOT…• Essentialism– “Essentially all [insert noun] are…”
- Tall- Leafy- Strong- Massive- Provide Shade
Agenda
6
• Awareness– Affirmative Introspection
• Knowledge– Dimensions of Diversity– Intercultural Literacy
• Skill– Social Architecting
Awareness
Understanding of self is key in understanding how we view and interact with others.
Lens?
Blind Spots?
Knowledge
The more knowledge we have about people of different cultures, the more likely we are able to avoid stepping on cross-cultural “toes.”
Knowing how culture impacts problem solving, managing people, asking for help, etc. can keep us connected
Components of Cultural Competence
Attitude
Values & beliefs impact cross-cultural effectiveness because they convey the extent to which we are open to differing values and opinions.
The stronger we feel about our V&B, the more likely we will react emotionally when they collide with cultural differences
Skills or Behaviors
One can have the “right” attitude, considerable self-awareness, and a lot of knowledge about cultural differences, yet still lack the ability to effectively manage differences.
Skills are learned and then practiced in order to be developed.
Components of Cultural Competence
AwarenessAffirmative Introspection
“We can travel the world over, but we take
ourselves with us“- Ralph Waldo Emerson
What is Affirmative Introspection? Knowing what makes me tick
Being comfortable in my own skin
Being in tune with my own biases and hot buttons
What Makes Me Tick? Experiences and messages that have shaped your
values, philosophy of life & motivations behind your behaviors
Knowing what makes you tick helps you to communicate more clearly who you are and why you are responding in a certain way.
You expand the range of your reactions and responses for any number of situations
What’s In Your Box?
Formative Experience:
Importance:
Impact:
Feeling:
Learning:
KnowledgeIntercultural Literacy
“Nothing is either good or bad, but thinking makes it
so“- Shakespeare
Adapted from Gardenswartz & Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity, SHRM (2003).
Dimensions of Diversity
Exploring Intercultural ValuesCore Cultural Values
The principles or standards of importance to us that tell us how we should behave based on queues and input from our culture
Values Terminal Instrumental
Mapping your Cultural Orientation
Of the 8 pairs of cultural value comparisons on the slides to follow, place an “X” along the continuum that reflects your personal belief or orientation with those values.
Polychronic
Time is an unlimited good
Take the time necessary to do what is needed
Life does not follow a clock
Things will happen when they are supposed/when people arrive
Monochronic
Time is a precious commodity
Time can/should not be wasted
Careful planning to ensure you arrive at the expected time
Time
Low Context/Direct
Face-to-face conversations are
important
Rely on the actual words exchanged
Confrontation necessary and normal
Not being forthright is dishonest
Cannot build trust without direct,
face-to-face , honest communication
High Context/Indirect
Allows space for other person to “save face”
Might have neutral third party intervene in conflict
Directness is rude/abrasive Rely on nonverbal cues Can be easily misunderstood People will extract the meaning
behind the context Allows people latitude to respond and
maintains harmony of the community
Communication
Individualist
Primary importance is self
May seek input from others, but
ultimately personal responsibility is
key
Independence
Mistakes reflect personally
Collectivist
Primary importance of the group Decisions are made based on the
needs of the group Consultation is key Group Harmony Identity is a function of one’s group
membership Personal behavior reflects on the
entire group
Primary Orientation
Egalitarian
People should interact with each
other on a level playing field
Differences exist, but should not be
used as the basis for interacting with
others
Hierarchical
Status differences should exist and
people should be treated according to
their standing
Refer to people by their titles
Provides people a sense of place in
the world
Social Status
Task
Motivated to be constantly doing
something
“What do you do?”
Gatherings centered around doing
something “going to…, playing…,”
Vacations include excursions and
explorations
Relationship
Who you are with is more important
than what you are doing
Quality of interpersonal relationships
is important
Tasks do not get in the way of
relationship
Productivity
Surfacing Differences
All issues must be resolved
No resolving conflict is to be dishonest
We can address our differences, and move forward without detriment to our working or personal relationship
Maintaining Harmony
Prefer to deal with matters behind the scenes
Directness may be viewed as confrontational or threatening
Not everything requires a conversation or intervention.
We can have our differences and do not need to address them.
Conflict
Expressive
Emotions are a natural response to our
thoughts and feelings
Tend to have physical contact in the
course of a conversation
Generally easy to read how they are
feeling
Restrained
Emotions are personal and private
Physical contact may be uncomfortable
May appear to have a flat affect
Reading non-verbal, emotional cues
may be difficult
Emotional Response
Being
Destiny is a matter of fate – beyond our control
Distrust people who believe they can control their own destiny
Fate is in the hands of others (family, government, higher being)
Doing
What you do in life matters
Must exercise what control you have to make things happen
Impatient with people who have fatalistic attitudes
Not doing all you can is irresponsible
Responsibility
Discussion- Where are the areas of greatest strength for your
“unit”?- What are some potential areas for conflict?- How can we mitigate or navigate through some of
that conflict?
Behaviors & SkillsSocial Architecting
“No culture can live if it attempts to be exclusive”
- Mahatma Gandhi
Social Architecting Serving as a cultural interpreter
Communicating effectively and resolving conflicts in diverse settings
Structuring a synergistic and compelling environment
Serving as a Cultural Interpreter Understand the relationship between values and
behaviors Be aware of a “first reaction” Consider alternate points of view – suspend
immediate judgment Be willing to advocate for awareness and
understanding
Proverbs
“The early bird catches the worm” – US Proverb
• Value:• Behavior:
“The nail that sticks up gets hammered down”- Japanese Proverb
• Value:• Behavior
Communicating Through Conflict One size does NOT fit all
Culture and diversity brings variation to communication styles in multiple ways Style Content Non-Verbals
What works for you vs What works for others
Closing Thoughts…
• Awareness – Affirmative Introspection– You start with your lens
• Knowledge – Intercultural Literacy– What do I know about “other-ness”– What do I need/want to know
• Behaviors/Skills – Social Architecting– Bringing people together
Questions?
Charleon A. Jeffries
Coordinator, Diversity EducationAffirmative Action Office
328 Boucke Bldg
(814) [email protected]
