intercultural awareness - by dr. christine mc carthy | tec leadership istitute
TRANSCRIPT
1www.tec-leadership-institute.com
Bridging Across Cultures
Dr. Christine McCarthyTEC Leadership Institute GmbH
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Part 1: Intercultural Competence
1. Definition
2. Intercultural Competence Continuum
3. Recognising Levels
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Definition of Culture
“the set of attitudes, values, beliefs, and behaviours shared by a group of people, but different for each individual, communicated from one generation to the next.”
David Matsumoto
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Definition of Culture
“Culture is a fuzzy set of basic assumptions and values, orientations to life, beliefs, policies, procedures and behavioural conventions that are shared by a group of people, and that influence each member’s behaviour and interpretations..”
Spencer-Oatey
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Intercultural Competence
An orientation that is capable of shifting cultural perspective and changing behaviour in culturally appropriate and authentic ways.
Hammer & Bennett
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IC Analysis (Intercultural Developemt Inventory)
https://idiinventory.com/
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DenialAn orientation that likely recognizes more observable
cultural differences (e.g.,
ḥijāb) but may not notice deeper cultural difference (e.g., conflict resolution styles) and may avoid or withdraw from cultural differences.
PolarizationA judgmental orientation that views cultural differences in terms of “us” and “them”. This can take the form of:
Defense - An overly critical view toward other cultural values and practices.
Reversal - An overly critical orientation toward one’s own culturalvalues and practices.
Intercultural Competence Stages
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MinimisationAn orientation that highlights cultural commonality and universal values and principles that may also mask deeper recognition and appreciation of cultural differences.(moving from Ethnocentrism to Ethnorelativism)
AcceptanceAn orientation that recognizes and appreciates patterns of cultural difference and commonality in one’s own and other cultures.The own culture is just one of a large number of equally complex worldviews.Acceptance does not mean agreement!
AdaptationAn orientation that is capable of shifting cultural perspective and changing behaviour in culturally appropriate and authentic ways.Integration of cultural difference into experience. Cultural DisengagementAn orientation that indicates a disconnection from one´s particular cultural group.
Intercultural Competence Stages
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Attitudes Skills & Behaviours
1. Cultural self-awareness and capacity for self-regulation
2. Ability to adapt to varying intercultural communication and learning styles
3. Flexibility
4. General openness to intercultural learning and to people from other cultures
5. Tolerating and engaging ambiguity
6. Curiosity and discovery
7. Cross-cultural empathy
8. Respect for other cultures
9. Skills to listen and observe
10. Skills to analyse, interpret & relate
11. Deep knowledge and understanding of culture (one’s own and other’s)
12. Understanding of role and impact of culture and the impact of situational, social, and historical contexts involved
13. Sociolinguistic competence (awareness of relation between language and meaning in societal context)
14. Learning through interaction
15. Culture-specific knowledge/understanding host
Intercultural Competence
http://www.bertelsmann-
stiftung.de/fileadmin/files/BSt/Presse/imported/downloads/xcms_bst_dms_30236_30237_2.pdf
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Steps towards Intercultural Competence
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Part 2: Culture Value Dimensions
Culture Value Dimensions
Geert Hofstede
GLOBE Research
Richard Lewis
https://geert-hofstede.com/
http://www.grovewell.com/wp-content/uploads/pub-GLOBE-intro.pdf
http://www.crossculture.com/product/when-cultures-collide
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Part 2: Culture Value Dimensions
1. Definition
2. Value Dimensions
3. Countries in Comparison
4. World Clusters
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Geert Hofstede
“Culture is the collective programming of the mind which distinguishes the members of one group or category of people from another.”
Geert Hofstede
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Power Distance
Uncertainty Avoidance
Individualism – Societal Collectivism
Masculinity
Future Orientation
Gender Egalitarianism
Humane Orientation
Performance Orientation
Assertiveness Orientation
Hofstede & GLOBE
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Power Distance
Uncertainty Avoidance
Individualism / Collectivism
Masculinity
Assertiveness Orientation
Hofstede & GLOBE
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Hofstede & GLOBE
Power Distance
Extent to which a society accepts the unequal distribution of power in institutions
Power and status are not important Rank is deferred to
People are equal People are not equal
Open two way communication More formal communication & distance
Less rules & regulations Etiquette is important
Etiquette is more relaxed
DE FR SP UK JP US44 16 31 44 33 38
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Hig
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20
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60 DE
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Hofstede & GLOBE
Uncertainty Avoidance
A society and organization's discomfort with uncertainty, preference for predictability and stability
Flexible, adaptable approach Compliant to prescribed standards
Rules are expedient to goals Rules and regulations
Risks are taken Tradition and protocol
Tolerant of deviance Risks are avoided
More relaxed around procedures Less tolerant of deviance
DE FR SP UK JP US29 15 15 48 7 43
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Hofstede & GLOBE
Individualism – Societal Collectivism
Extent to which people prefer to take care of themselves and their immediate groups / families
Individual competition Policies and standpoint of group prevails
Personal opinions expected Relationship prevails over task
Task prevails over relationship Co-operation / Group support
Limited loyalty to the group Etiquette is very important
DE FR SP UK JP US15 11 20 3 23 1
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10
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Hofstede & GLOBE
Masculinity
Bias towards either masculine values of assertiveness, competitiveness, Materialism or towards feminine values of nurturing and the quality of life and relationships
Assertive, aggressive management style Relationship, People
Decision-making, outcome-oriented, task-oriented
Caring
Materialism, advancement, promotion & bonuses
Quality of Life, Balance
DE FR SP UK JP US10 36 38 10 1 15
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Hofstede & GLOBE
Assertiveness Orientation
Degree to which individuals are assertive and confrontational in their relationships with others. People in highly assertive countries tend to have can-do attitudes and enjoy competition; those in less assertive countries prefer harmony and emphasize loyalty
and solidarity
Have sympathy for the strong Have sympathy for the weak
Value competition Value cooperation
Believe that anyone can succeed if he or she tries hard enough
Associate competition with defeat and punishment
Value success and progress Value People and warm relationships
DE FR SP UK JP US4,66 4,44 4,39 4,23 3,69 4,5
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Hofstede Clusters
Small Power DistanceStrong Uncertainty Avoidance
Countries: German-speaking, Finland, Israel
Organization Type: Work-Flow bureaucracy
Implicit Model of Organization:Well-oiled machine
Large Power DistanceStrong Uncertainty Avoidance
Countries: Latin, Mediterranean, Islamic, Central European, Russia, Japan
Organization Type: Full bureaucracy
Implicit Model of Organization: Pyramid
Large Power DistanceWeak Uncertainty Avoidance
Countries: China, India (No EUR)
Organization Type: Personnel bureaucracy
Implicit Model of Organization: Family
Small Power DistanceWeak Uncertainty Avoidance
Countries: Anglo, Scandinavia, Netherlands
Organization Type : Implicitly structured, ad hoc solutions
Implicit model of Organization: Village Market
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World Clusters Richard Lewis
http://www.crossculture.com/product/when-cultures-collide/
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Lewis Model