staff faculty final revised 9-5 alc handout.pptx

8/10/2019 Staff Faculty FINAL revised 9-5 alc HANDOUT.pptx

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Staff Faculty Session September 2014

CROSS CULTURAL RELATIONS AND

COMMUNICATIONS PARTICIPANT HANDOUTS


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Faculty Session September 2014

CROSS CULTURAL RELATIONS AND

COMMUNICATIONS


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Workshop Objectives:

Identify how aspects of your cultural identity maygive rise to some unconscious biases

Understand the meaning of culture, stereotypesand generalizations

Learn about your cultural hot buttons and how to

respond to those of others in the group

Commit to taking actions to increase your cross-cultural understanding, competence, and humility


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Visualization Exercises: Imagine

Imagine that you have just

arrived at ISU from country X

or US community X.

Consider how you experienced your

first different people encounters.

Describe your first impressions of

food, smells, ISU campus; and

meeting faculty, staff and your

roommate.

How is the classroom experience

different here vs. where you came

from?

Take a few minutes to

What remains your greatest

challenge?


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Understanding Culture

Ones own culture provides

the lens through which we view the world;

the logic by which we order it;

the grammar by which it makes sense.

Avruch and Black, anthropologists


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Cultures Are. Invisible to its members

Much is below the surface

Dynamic

Heterogeneous Often overlap and

intersect, e.g., university

and national

Individuals within culturesdiffer


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Rate Yourself! Cultural Humility,

Awareness and CompetenceCultural Humil i ty:

a commitment toself-evaluation andthe development ofan openness andsensitivity to thecultural identitiesof people fromother groups.

Cultural Awareness/Knowledge:

familiarization based ontraining about or

experience with certaincultural characteristics,history, values, belief

systems, and behaviorsof the members ofanother group.

CulturalCompetency:

effectivelyoperating in

different culturalcontexts throughthe development

of specific skills.

1 2 3 4 5


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The Biggest Practical Challenges

For Cross-Cultural Teams

Sources: FWI, Hall, TMA World

Use of Time Power Distance Endless Debates

LoyaltyLanguage Work/LifeBalance

Micro-managing Over-analyzing

Decisions/No Decisions

Feedback

Attitude towards

deadlines, timelines, etc.

Attitude towards

hierarchy/authority

Consensus vs. Action;

Who decides when to

stop

Trouble with accents,

fluency, meaningTowards company,

region, division,

compatriots, or self?

Work hours, flexibility,

sacrifice

Leadership styles,

individual autonomy

Truth or diplomacy?

Group or personal?

Theory or fact?

Attitude towards risk

How do we decide?

What constitutes commitment?


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Worldview is

Worldview is:

the comprehensive set of

beliefs, knowledge, values,

assumptions, attitudes,and opinions that serve as

alensthrough which a

particular social group

sees, interprets, and

makes sense of the worldin which it lives.
http://www.youtube.com/watch?v=zaOgr71gmTE


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Culture Shock: Why?

Three basic explanations:

Loss of familiar cues

Breakdown of interpersonal

communication

Identity crisis

Loss of control


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Culture Shock: Signs You Need to Be

Able to RecognizeManifestations:

Extreme homesickness

Avoiding social situations

Physical complaints and sleepdifficulties

Difficulty with coursework

Inability to concentrate

Becoming angry over minor

irritations significant Nervousness or exhaustion

How can you help?


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Changes International Students Face Climate

Physical and emotional impacts

Doing without

They dont have that here

I cant do that here

Loss of routines

Time and energy goes to handling

basic tasks you normally dont think

about

Getting around

Figuring out whats where and how

to get there

Unfamiliar faces

Interacting with people they dont

know without the support of people

they know

How can you help?


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Alleviating Culture Shock:

Your Role Be alert for any signs of culture shock, such as, flashes of anger minor frustrations,

and excessive sleepiness, unexplained crying, change is an appetite, withdrawal,

even depression

Language caveats:

Avoid any expressions like touching base, coming out of left field, put your

John Hancock on it Enunciate words clearly and allow a pause at the end of a thought

Can fully explain class from routines to newcomers

Help students connect to activities that might interest them outside of the classroom

Encourage students to find all forms support groups with other students who may be

at the same point and culture shock Periodically remind students how to get help and feelings of homesickness become

overwhelming

Teach and model conflict resolution skills so that when difficult real life situations

occur they will have tools to react and in a healthy way

Diagram is used by permission from Duane Elmer's Cross-Cultural Connections(Downers Grove: InterVarsity Press, 2002), 72).


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Intercultural Hot Buttons

That Block Communication

Discussion Questions

What are your typical reactions when you meet thissituation?

How does this affect how you interact with thatperson/group?

What might be the cultural meaning of each of these

behaviors?

What have you done to overcome the negative aspectsof your reactions?


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Intercultural Hooks That

Block Communication

Individually, circle THREE of the social/business behaviors below that youfind difficult or challenging. Rank them from 1 (most) - 3 (least).

1. Time boundaries and just going with the

flow

2. Talking around the subject and arguing in acircular way

3. Believing you have a yes decision and

being asked to revisit the idea

4. Deferring to the person in the most senior

position for most decisions

5. Not showing up on time for a class/meeting

6. Making small talk and not getting to the

point

7. Trying many things quickly and then fixing

what did not work

8. Getting right down to business/task without

building a relationship

9. Avoiding eye contact

10. Not directly saying what you mean

11. Making blunt, direct statements without

worrying about sensitivities of other person

12. Asking personal questions

13. Standing very close when talking

14. Refusing to shake your hand

15. Putting individual needs before the groups

needs

16. Insisting on explaining the theoretical

background of an idea


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Responding to a Cross-Cultural Dilemma

1. RECOGNIZEWhat are the cultural differences at

work in the situation?

the

2. IMPACT

What is their impact on relevant

business activities, e.g., coordinating,decision making, organizing, planning,

presenting?of cultural differences

3. STRATEGIZEWhat is the best option for moving

forward most effectively, e.g.,

accommodate to differences, assimilate,

blend?with local

4. KNOW-HOWWhat specifically should be done in the

situation, e.g., focus on task or focus on

relationships, communicating directly

or indirectly?to get best results


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The Three Ps for Working

In a Cross-Cultural Environment

BE

PRECISE

You dont need to speak LOUDER because English is someones

second language. Instead, speak more slowly and clearly

Find a quiet place to speak where there are fewer distractions

Find an on-site interpreter AND be sensitive to the dignity of the

person who needs helpFor instance, try to find someone of the same gender and age

of the person who needs interpretation so they dont lose

face

BE

PATIENT

Consider how difficult it would be for you to function in a

language other than English every day

Try to walk in their moccasins

BE

POLITE AND

RESPECTFUL

Treat others the way they wish to be treated. If you dont know

what this looks like, check it out and ask

Search for strengths and values in the way others view things

Explore common ground


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Micro-Affirmations & Micro-Inequities

1. What are Micro-Messages ?

Micro-messages are small, sometimes unspoken, and often unconscious messages that are constantly sentand received that have a powerful impact on our interactions with others. Micro-messages can be eitherpositive or negative. Micro-messages can be human encounters and/or environmental in nature.

2. What are Micro-Aff irmations ?

Micro-affirmations are micro-messages that convey inclusion, respect, trust and a genuine willingness to seeothers succeed. Micro-affirmations may lead to a more productive and efficient work environment where allmembers feel valued and enjoy the work they do.

3. What are Micro-Inequiti es?

Micro-inequities are negative micro-messages that have a huge impact on organizations. Micro-inequities aresmall events, subtle acts of disrespect, which are often hard to prove, covert and often unintentional, but maylead to the perception of discrimination or harassment. Micro-inequities are frequently unrecognized by theperpetrator.

4. When do Micro-Inequit ies occu r?

Micro-inequities occur wherever people perceive that they are receiving differential treatment based on someaspect of their diversity.

For example: a rolling of the eyes or sighing when someone considered different is speaking

a manager walks down the hall and doesnt acknowledge coworkers or subordinates

a staff person, usually someone of difference, shares an idea and no one responds. The same idea is repeated bysomeone else and everyone acknowledges

not paying attention in meetings when a certain person is sharing an idea

exclusion of environmental factors (decorations, literature, artwork, etc.) that represents a certain group


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Micro-Affirmations & Micro-Inequities

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Micro-Message Response by Receiver(s) Impact

+Manager greets every member of team

in the morning by name.

Employees respond

positively and greet

manager in turn.

Employees have higher

morale and feel that

manager values them.

-Manager walks by employees and does

not greet them or make eye contact.

Employees feel devalued

and unseen.

Low morale and

employees have negative

attitudes towardsmanager


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Global Examples of Micro-Inequities:

Words, Actions, Gestures, Tone, Snubs

Introducing one colleague with glowing

accolades, the other with just a name

Pecking away at a smart phone while

someone is trying to have an important

conversation

Excluding someone from socializing

opportunities

Taking credit for someone elses work

or idea

Cutting off a colleague in mid-sentence

Repeatedly canceling meetings on

someone

Omitting someone from an

important e-mail/communication

Using acronyms that others do not

understand

Exhibiting impatience because of a

colleagues accent

Speaking too fast and not

enunciating with someone in a

language that is not his/her primary

language

Expecting others to accommodate

your time zone


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Micro-Affirmations:

Small Behaviors That Create Inclusion

Solicit Opinions: Find opportunities toask, "I'd like your opinion about"

Connect on a Personal Level: Take afew minutes to engage in a non-business conversation with acolleague.

Ask Questions: When you have anegative reaction to a colleague'sstatement or suggestion, lead yourresponse with a question, not astatement.

Attribute/Credit Ideas: Acknowledge,

by name, the "owner" of an idea in ameeting.

Monitor Facial Expressions: Beconscious of your facial expressionswhile listening.

Actively Listen: Being attentive to thespeaker enhances the quality of their

message.

Draw in Participation: When addressing a

group, send messages that encourage

participation from everyone.

Monitor Personal Greeting: Be sensitive to

how you greet someone with whom you

have a close relationship in the presence of

others.

Respond Constructively to Differences:When responding to someone's comment

you disagree with, show that you

understand their perspective before you

offer a different view.

Micro-Affirmations: Small, conscious, deliberate behaviors that create inclusion

staff faculty final revised 9-5 alc handout.pptx

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