Bridging our world. Intercultural awareness training. Presentation by Ellen O’Brien International Careers Consultant

International Careers Adviser

Aims of the session To help improve your communication skills by introducing concepts of cultural difference and giving the opportunity to explore solutions. earning Outcome: Be better equipped to communicate effectively across cultures.

Intercultural Competence • The capability to shift cultural perspective and • adapt behavior to cultural commonality & difference

• Deep cultural self-awareness

• Deep understanding of the experiences of people • from different cultural communities—in • perceptions, values, beliefs, behavior and practices

• Ability to adapt—or bridge—across these various • cultural differences

‘Culture’ can be broadly defined as a system of beliefs and values shared by a particular group of people.

Cultural Awareness is “understanding and acknowledging cultural difference”

Cultural Awareness means “being aware of and understanding your own culture to help you achieve the same of other cultures”

Even if you are from an English speaking country, you should not assume that you are informed about other

English speaking cultures.

What is your stereotype?

• Discuss the stereotypes of your country and others you have come across.

• British stereotypes? • What are the dangers of stereotyping?

• Ignoring the complexity can lead to

stereotyping or an “us and them” attitude to people from other cultures

• It is, therefore, important to respond to people according to how you find them and work out how to communicate as you go along, if necessary

Complex cultures-complex individuals

Layers of Culture-what do we know about culture – Exercise in Groups

• Write down aspects of the culture of the

members of your group that are explicit (visible). Use a separate sheet for each culture or country

• Ask the individuals from the particular culture to write down those that aspects that are tacit or implicit (invisible)

In two minds…

• Intercultural experiences affect us at two levels- conscious and unconscious

• They can be surface (attentive mind) • Or deep (intuitive mind)

• “The Oz moment”

(Shaules 2014)

Our two minds

Attentive mind (conscious); Internal dialogue, problem solving, conscious planning, abstract thinking, focused attention Intuitive (unconscious) mind; Pattern detector, implicit learner, information filter, feeling evaluator, habitual processes

Keep in mind • The intuitive mind is shaped by cultural

patterns • The effects of culture on cognition are

powerfully invisible to us. That is why foreign experiences = eye opening

• Globalisation has not eliminated cross-cultural challenges

• Culture shock is a form of cognitive overload!

Culture shock: The W Curve

• Stage One - Honeymoon stage Feelings of anticipation and excitement. Differences are

intriguing • Stage Two - Distress phase Reality sets in-homesickness • Stage Three – Adjustment phase Students may become critical of host culture and compare it

unfavourably with their own • Stage Four - Autonomy stage Students begin to appreciate the differences • Stage Five - Independence stage Students move easily between cultures

Culture Shock – the W Curve

• You may move backwards and forwards between these stages

• Not all of you will reach the Independence phase, depending on your length of stay and experiences

• Students who have good experiences are likely to adapt more quickly - they need guidance and help to solve problems and find their way around their new environment

Culture Shock –Key points

8 Key Cultural Dimensions

• Task Focus Relationship Focus • Strict Time Flexible Time • Explicit Communication Implicit Communication • Achievement is important Status is important • Egalitarian Hierarchical • Emphasis on Individual Emphasis on Group • Tolerant of uncertainty Preference for Certainty • One Rule fits all Adapts to the situation

Monochronic • Good time keepers • Punctual • Keep to agendas • Form a queue • Focus on one thing at

a time • See events as part of a

sequence • Quick pace

Polychronic • Regard lateness as

being OK • Social relationships

more important than deadlines

• Can do several things at the same time

• Do not queue • Relaxed pace

Cultural Attitudes to Time Keeping

Where do you fit in? Are you typical of your culture?

Monochronic • UK • Northern Europe • North America • China / Japan

Polychronic • Latin America • Africa • Southern Europe • Arab States

Countries

Communication

Low Context • Keep to the point • Use only necessary

number of words • Say what they

mean

High Context • Talk around the

point • Avoid offending • Try not to lose face

Where do you fit in? Are you typical of your culture?

Countries

Low context • USA • Scandinavian/ • Nordic Countries • France/Germany • UK • Iran

High Context • Spain/Greece/Italy • Latin America • Arab States • Japan /China • Malaysia • Poland

Language Oral • Spoken word is

most important • Talks things through • Thinks out loud • Use written word

only for record keeping

Literal • Values the written

word above all • Tends to think

before speaking

Where do you fit in? Are you typical of your culture?

Countries

Oral • Arab States • Latin America • Southern Europe • Ireland • USA

Literal • Scandinavia • Northern Europe • UK • Iran

Attitudes to Risk

Risk Avoiders • High uncertainty-

avoidance • Eschew risk • Dislikes ambiguity

Risk Takers • Low uncertainty-

avoidance • Admire and reward

risk takers • Okay with ambiguity

Where do you fit in? Are you typical of your culture?

Countries

Risk Avoiders • Japan • China, esp. Hong

Kong • Singapore

Risk Takers • Denmark • Mexico • Pakistan

Much of Northern and Western Europe fall somewhere between the two

Values Individualist • Loose ties between

individuals in society • Not highly integrated

into groups, e.g. clans, tribes

• Individual responsibility

• Value initiative

Collectivist • Strong ties between

individuals in society • Highly integrated into

groups, e.g. clans, tribes

• Collective responsibility

• Demand Loyalty to the group

Where do you fit in? Are you typical of your culture?

Countries

Individualist • UK • North America • Northern Europe • Australia

Collectivist • Iran • West and East Africa • Singapore • Southern and Central

America • China

Expressing Emotions

Neutral • Emotionally detached • Unemotional

responses • Uses logical

argument

Emotive • Emotional behaviour • Dramatic • Openly discuss

feelings • Tactile

Where do you fit in? Are you typical of your culture?

Countries

Neutral • Japan • China • UK • Africa

Emotive • Southern Europe • Latin America • Ireland • Arab States

Structure of Society Low Power-Distance • Aim for equality • Try to reach

consensus in decision making

• Bosses are informal and easy to talk to

• Business titles not used in conversation

High Power-Distance • Hierarchical • Bosses have final

say • Bosses are not

easy to approach • Use of formal titles

Where do you fit in? Are you typical of your culture?

Countries

Low Power-Distance • Scandinavia • UK • USA

High Power-Distance • Malaysia • Southern Europe • India

• You are riding in a car driven by a close friend. He hits a pedestrian. You know

he was going at least 35 miles per hour in an area of the city where the maximum allowed speed is 20 miles per hour. There are no witnesses. His lawyer says that if you testify under oath that he was only driving 20 miles per hours it may save him from serious consequences.

• What right has your friend to expect you to protect him?

• 1a My friend has a definite right as a friend to expect me to testify to the lower figure.

• 1b He has some right as a friend to expect me to testify to the lower figure • 1c he has no right as a friend to expect me to testify to a lower figure

• What do you think you would do in view of the obligations of a sworn witness

and the obligation to your friend:

• 1d Testify that he was going 20 miles an hour • 1e Not testify that he was going 20 miles an hour

Frans Trompenaars Accident Scenario

What are the issues and challenges involved in working in multi-cultural settings? How do we resolve these?

Give and take

• Communication and Language

• Cultural Patterns of Behaviour

• Cultural traditions and Religious Practice

• Body Language

• Dealing with Conflict

Challenges of working in multi-cultural settings

Discussion Question How would you personally FEEL if you had a disagreement or conflict with another person and that individual did not want to directly discuss the situation or problem with you? Uncomfortable 1 2 3 4 5 6 Comfortable

Discussion Question

How would you personally FEEL expressing strong emotions such as anger during a disagreement or conflict at work? Uncomfortable 1 2 3 4 5 6 Comfortable

Would you….. Individuals were asked how they would behave if they felt upset about something at work. Would you express your feelings openly at work?

Percentage of respondents who would not show emotions Openly 15% 18% 19% 43% 49% 51% 74% 81% Kuwait Oman Egypt US Canada India Japan Ethiopia Copyright, 1998-2012, Mitchell R. Hammer, Ph.D., IDI, LLC, used with permission

Proverbs • “The first to raise their voice loses the argument” --Chinese proverb • “What is nearest the heart is nearest the mouth --Irish Proverb • “After a storm, fair weather; after sorrow, joy” --Russian proverb • “Silence produces peace, and peace produces safety” --Swahili proverb

How do you respond? • Recognise Differences • Build your own self awareness • Acknowledge own prejudice • Don’t assume your interpretation is correct • Give your time and attention when

communicating • Don’t make assumptions about patterns of

behaviour • Acknowledge your mistakes

Learning About Other Cultures

OBSERVE

An event or behaviour

“look at what they just did!”

REFLECT On the

motivation “what might make

them do that?”

INVESTIGATE

Local background

“any explanations for this attitude?”

ENRICH

Your explanatory model

“how does this fit the big picture?”

Referrals

• ISAS http://www.as.bham.ac.uk/studentlife/international/index.shtml

• Counselling http://www.as.bham.ac.uk/studentlife/counselling/index.shtml

• When Cultures Collide: Leading across cultures: Richard D Lewis nb 2009

• Connections- Developing a Global Outlook; jurvetson on flickr

• Cultural Connections; British Council; Education UK

• Mind Tools; Essential skills for an excellent career www.mindtools.com

• UKCISA http://www.ukcisa.org.uk/

• The Intercultural Mind: Shaules, Intercultural Press (2014) •