Chap13 Cultural Competence

CHAPTER 13 DEVELOPING CROSS-CULTURAL COMPETENCE CHAPTER OUTLINE AND LECTURE NOTES

1.

MAJOR DIMENSIONS OF DIFFERENCES IN CULTURAL VALUES Culture is a learned and shared system of knowledge, beliefs, values, attitudes, and norms. As such, culture includes an enormous amount of behavior. Seven dimensions (or facets) of cultural values that help explain how cultures differ from each other are described here. 1. Individualism vs. collectivism. Individualistic people believe that their interests take priority. Collectivistic people are more concerned with the organization or the work group than with themselves. 2. Acceptance of power and authority. People from some cultures accept power distance at different organizational levels; in some other cultures people do not recognize a power hierarchy. 3. Materialism vs. concern for others. Some cultures emphasize assertiveness and the acquisition of money and material objects. At the other end of the continuum is concern for others, an emphasis on personal relations, and the common welfare. 4. Formality vs. informality. A country that values formality attaches considerable importance to tradition, ceremony, social rules, and rank. In contrast, informality refers to a casual attitude toward these same aspects of culture. 5. Urgent time orientation vs. casual time orientation. People from countries with an urgent time orientation view time as a limited resource and tend to be impatient. People with a casual time orientation view time as an unlimited and unending resource and tend to be patient. 6. Work orientation vs. leisure orientation. A major cultural difference is the number of hours per week and weeks per year people expect to invest in work versus leisure, or other non-work activities. 7. High context vs. low-context cultures. High-context cultures make more extensive use of body language. People in low-context cultures seldom take time in business dealings to build relationships and establish trust.

A. Multicultural Identities and the Cultural Mosaic Another complexity about understanding cultural differences is that many people have multicultural identities therefore incorporating the values of two or more cultures because they identify with both their primary culture and another culture or cultures. Young people today often develop a global identity that gives them a feeling of belonging to a worldwide culture. The cultural mosaic refers to an individual's unique mixture of multiple cultural identities that yields a complex picture of the cultural influences on that person. The religious part of the cultural mosaic often affects when people are willing to work or not work. Religious diversity can create problems as more companies move to 24/7 schedules. B. Applying Knowledge of Cultural Differences The key principle to recognizing cultural differences is to be alert to these differences, and to be sensitive to how they could affect your dealing with people. To improve interpersonal relationships on the job, recognize that a person's national values might influence his or her behavior. For example, emphasize nonverbal communication with a person from a high-context culture.

II.

BARRIERS TO GOOD CROSS-CULTURAL RELATIONS Here we look at several of the underlying factors that create problems in developing smooth cross-cultural relations, including communication problems. A. Perceptual Expectations Achieving good cross-cultural relations is hampered by people's predisposition to discriminate. They do so as a perceptual shortcut, much like stereotyping. Yet we have to overcome this form of discrimination to enhance cross-cultural relations. B. Ethnocentrism A key barrier to good cross-cultural relations is ethnocentrism, the assumption that the ways of one's culture are the best ways of doing things. Many cultures consider themselves to be at the center of the world. One consequence of ethnocentrism is that people from one culture prefer people from cultures similar to themselves (with several key exceptions).

C. Stereotypes in Intergroup Relations Stereotypes are perceptual expectations that could interfere with effective cross-cultural relations. People tend to select information that fits the stereotype and reject inconsistent information.

D.

Different Norms and Codes of Conduct Various cultural groups have norms of their own, such as in some countries where men walk ahead of women. Also, what is permissible conduct in one group may be frowned upon and even punished in another group. At times, we may make the mistake that others are similar to us and then become confused when they act differently than our expectations.

E. Micro-Inequities A micro-inequity is a small semi-conscious message we send with a powerful impact on the receiver. Understanding micro-inequities can lead to changes in one-on-one relationships that may profoundly irritate others. For example, you may not have recognized that you were slighting a racial or ethnic group. III.

APPROACHES TO IMPROVING CROSS-CULTURAL RELATIONS Here we take a systematic look at approaches people can use on their own along with training programs designed to improve cross-cultural relations. A. Develop Cultural Sensitivity and Cultural Intelligence To relate well to someone from a foreign country, a person must be alert to possible cultural differences. Cultural sensitivity is an awareness of and a willingness to investigate the reasons why people of another culture act as they do. A person with cultural sensitivity will recognize certain nuances in customs that will help build better relationships from cultural backgrounds other than his or her own. Raise your antenna and observe carefully what others are doing. An advanced aspect of cultural sensitivity is to be able to fit in comfortably with people of another culture by observing the subtle cues they give about how a person should act in their presence. Cultural intelligence (CQ) is an outsider's ability to interpret someone's unfamiliar and ambiguous behavior the same way that person's compatriots would. Cultural intelligence encompasses several different aspects of behavior such as: 1. Cognitive (the head)-What a person knows and how he or she can acquire new knowledge. 2. Emotional/motivational (the heart)-Energizing one's actions and building personal confidence. 3. The body (physical)- The action component or the element for translating intensions into actions and desires.

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To practice high cultural intelligence, the mind, heart, and body would have to work together. '-..../

B. Focus on Individuals Rather than Groups Get to know the individual rather than relying exclusively on an understanding of his or her cultural group. Instead of generalizing about the other person's characteristics and values, get to know his or her personal style. C. Respect all Workers and Cultures An effective strategy for achieving cross-cultural understanding is to simply respect all others in the workplace, including their cultures. An important component of respect is to believe that although another person's culture is different than yours, it is equally good. Respect can translate into specific attitudes, such as respecting a coworker for wearing an African costume to celebrate Kwanza. Also, respect the rights of majorities.

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D. Value Cultural Differences Recognizing cultural differences is an excellent starting point in becoming a multicultural worker, one who can work effectively with people of different cultures. If you place a high value on cultural differences, you will perceive people from other cultures to be different but equally good. Gunnar Beeth notes that you cannot motivate someone of another culture until that person first accepts you. A multilingual sales representative has the ability to explain the advantages of a product in another language. In contrast, a multicultural sales rep can motivate foreigners to make the purchase. The difference is substantial. E. Minimize Cultural Bloopers An effective way of being culturally sensitive is to minimize actions that are likely to offend people from another culture based on their values. Cultural bloopers are most likely to take place when visiting another country, yet can also take place in one's own country. E-commerce has created new opportunities for creating cultural bloopers. Bloopers must be avoided because being able to communicate your message directly in your customer's mother tongue provides a competitive advantage. In your quest to avoid cultural mistakes, remember that members of any cultural group show individual

r F. Participate in Cultural Training

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A method chosen frequently for preparing overseas workers is cultural training, a set of learning experiences designed to help employees understand the customs, traditions, and benefits of another culture. Many industries train employees in cross-cultural relations. An example is that cross-cultural training is taken seriously in the real-estate business. Some workers learn about subtle cultural differences between Eastern and Western people.

1. Learning Skill Dimensions of A Cross-Cultural Training Program. Cultural training includes a wide variety of information and skill development, and cultural training programs vary considerably in terms of what knowledge and skills they teach. They are broken down into five learning skill dimension of: a. Interpersonal b. Information c. Analytical d. Action e. Adaptive 2. Foreign Language Training. Learning a foreign language is often part of cultural training, yet can also be a separate activity. Knowledge of a second language is important because it builds better connections with people from other cultures than does relying on a translator. G. Participate in Diversity Training Cultural training is mostly about understanding people from other cultures. Diversity training has a slightly different purpose. It attempts to bring about workplace harmony be teaching people how to get along with diverse work associates. Such training centers on increasing awareness of and empathy for people different in some noticeable way from oneself. A starting point in diversity training is to emphasize that everybody is different in some way, and that all these differences should be appreciated. To help training participants develop empathy, representatives of various groups explain their feelings related to workplace issues. Diversity training emphasizes inclusion, or including everybody when appreciating diversity.

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IV. OVERCOMING CROSS-CULTURAL COMMUNICATION BARRIERS A key part of developing good cross-cultural relations is to overcome, or prevent, communication barriers stemming from cultural differences. Personal life, too, is often more culturally diverse today than previously. Avoiding cultural bloopers can help prevent communication barriers, as will the following suggestions: 1. Be alert to cultural differences in customs and behavior. 2. Use straightforward language and speak slowly and clearly.

When the situation is appropriate, speak in the language of the people from

3. another culture.

4. Observe cultural differences in etiquette. (A good example is whether calling somebody by the first name or last name is more appropriate.)

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5. Be sensitive to differences in nonverbal communication. (The American thumb and finger symbol for "OK" is particularly hazardous.)

6. Do not be diverted by style, accent, grammar, or personal appearance. (For example, do not shut off communications or think a person is dull just because he or she speaks with a strong accent or has poor grammar.) 7. Listen for understanding, not agreement. 8. Be attentive to individual differences in appearance. (Do not confuse people simply because they are members of the same race or ethnic group.)

V.

WHY GENDER DIFFERENCES IN LEADERSHIP STYLE ARE REGARDED ARE REGARDED AS CULTURAL DIFFERENCES Differences in the way men and women lead can be interpreted as cultural differences because gender is one of the factors contributing to the cultural mosaic. Several researchers and writers argue that women leaders frequently exhibit a cooperative, empowering style that includes nurturing team members. They also say men are more inclined toward a command-and-control, somewhat militaristic leadership style. The gender differences in leadership style that do exist could be attributable in part to differences in communication styles. This type of cultural difference requires a minimum of adaptation by most people.

VI.

LEGAL ASPECTS OF WORKING IN A CULTURALLY DIVERSE ENVIRONMENT The legal side of diversity focuses on such matters as protecting workers from being discriminated against because of their minority group membership. However, legislation does not require workers to develop constructive relationships with each other or to develop cultural intelligence. Following is a brief look at relevant employment legislation and affirmative action guidelines. A. Federal Laws Prohibiting Job Discrimination The general purpose of job discrimination laws is to protect individuals how have been disadvantaged in the past because of demographic characteristics. These laws apply to all private employers, state and local governments, and educational institutions that employ 15 or more individuals.

Although these forms of discrimination may appear clear-cut, a good deal of interpretation is required to decide whether a given employee is the subject of discrimination.

B. Affirmative Action Affirmative action consists of complying with antidiscrimination laws and correcting past discriminatory practices. Under affirmative action programs, employers actively recruit, employ, train, and promote minorities and women who have been discriminated against by an employer in the past. Affirmative actions has been the subject of continuing debate.