Maura di mauro

Maura Di Mauro – Intercultural Trainer, Coach & ConsultantVia Ciceri Visconti Laura 10/2 20137 Milano Tel. +39 340 3238701

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Today’s Extension of Intercultural Competence, Intercultural Concepts and their Applications

Intercultural Horizon, Siena October, 8th 2013

MAURA DI MAURO

www.mauradimauro.weebly.com [email protected]


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Aims Describe two main ways at looking at intercultural communication, and at intercultural competence, based upon two main conceptions of “communication” and of “culture”

Reflect on the extension of the “classical” concept of intercultural competence and their application, due to nowadays cultural changes, globalization phenomena, new global assets, financial crisis, and the complexity of stakeholder requests



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Contents1. The origin of Intercultural Communication and of Intercultural Competence

2. The development of Intercultural Communication and of Intercultural Competence

3. The evolution of Intercultural Communication and of Intercultural Competence

4. The extension of Interculturalism to Social Responsible and Sustainable practices



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1. The origin of Intercultural Communication and of Intercultural CompetenceTODAY’S EXTENSION OF INTERCULTURAL COMPETENCE, INTERCULTURAL CONCEPTS AND THEIR APPLICATIONS



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A definition of “Interculture”

«Interculture» = relationships between cultural identities

Intercultural relationshipsIntercultural

communication

Intercultural negotiation

and mediation

Intercultural training

Intercultural competence

Intercultural policies and governance sistem

……



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Ethnografic methodology: Studies on integration processes

Thomas & Znaniecki: Studies on

stereotypes and cultural

filters

Establishment of FSI training

division for diplomatics

and technitions

Allport: studies on prejudges

ETHNOGRAFIC METHODOLOGIES: INTEGRATION PROCESSES

LANGUAGE TRAINING

1920

1930

1945

1950

1959

Back to the roots of “Intercultural Communication”



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Introduction of the

concept of Cultural

Schock and of

Intercultural Competence

Development and spread

of multinational

s

INTERCULTURAL COMPETENCE EVALUATION AND DEVELOPMENT

CROSS-CULTURAL MANAGEMENT

1960

1976

1977

1990

2000

1971

1980

PROCESSES FACILITATION

Virtual team, CRS,

sustainability

1991

2008

From the roots to the development of “Intercultural Communication”



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The concept of «Intercultural Competence» In general, “Intercultural Competence” are included within relational competence and refers to different roles and contexts

Is the capability to behave appropriate (coherent with the rules and the expectations of a given cultural context) and effective (able to succeed in the light of ones personal goals and objectives within cultural diverse contexts)

The concept is rooted in an Anglo-Saxon pragmatism, which emphasizes individual achievement, pertinence and effectiveness



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2. The developmentof Intercultural Communication and of Intercultural CompetenceTODAY’S EXTENSION OF INTERCULTURAL COMPETENCE, INTERCULTURAL CONCEPTS AND THEIR APPLICATIONS



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Communication as messages transmission 1950s, Shannon & Weaver: The communication model is based on the methaphor of the telecommunication systems



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Culture as a «reified» concept Human societies are built of culture, a “thing” that homologates and separates them: culture is a monolithic reality

Culture is a property of people, groups, organization, made up of traditions, norms, values, principles

Cultural differences can be measured and compared on a graded scale along lines of certain cultural and ethical dimensions


12Maura Di Mauro – Intercultural Trainer, Coach & ConsultantVia Ciceri Visconti Laura 10/2 20137 Milano Tel. +39 340 3238701

[email protected] www.mauradimauro.weebly.com

Culture as a «reified» concept

Plus Furnishing a starting point for understanding a specific culture

Favours the understanding of certain cultural differences and intercultural misunderstandings

Highlights the need to change one’s interpretative framework and to make behavioural adaption

Reduces anxiety and uncertainty in encountering a diverse culture

Minus Emphasizing the internal homogeneity of a target group, leading to over-generalizations and stereotypes

Impossible to offer recipes or exhaustive “does and don’ts” for each existing culture

Difficulty to identifying oneself as belonging to a single pure culture identity


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3. The evolutionof Intercultural Communication and of Intercultural CompetenceTODAY’S EXTENSION OF INTERCULTURAL COMPETENCE, INTERCULTURAL CONCEPTS AND THEIR APPLICATIONS



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Communication as dialogical conversations ‘70s-’80, Habermans, Grice,…: Interaction and dialogue between conversation’s participants and within oneself


Negotiation and meaning construction


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From a «reified» to a «narrative» concept of culture


«Reified» culture Considers culture as static and crystallized

Emphasises deep cultural differences, cultural groups’ homogeneity and purity

Cultural characteristics and group’s traditions are described

«Narrative» culture Considers culture in their dynamism and evolution

Considers cultural differences … but it reduces the use of culture dimensions, and of “us vs. you” contrapositions

Cultural reality have porous edges, where interactions and exchanges occurs, as well traditions and innovation


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Culture as a «narrative» concept Culture is an open and complex relationship system, where interactions, as well, storytelling are interconnected

Culture itself is a mediation system: a space of exchanges

Culture is a polyphonic narration where a multiplicity of actors participate building it (Bachtin, 1981; Mantovani, 1998)



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«Conversations» and «Storytelling» as intervention tools Intercultural communication as an occasion to become aware of assumptions, to understand and to consider different moral positions and values

It allows to explore antagonisms of different groups or identities (e.g., different institutions, associations, organized groups, and so on)

Conversations and storytelling become intervention tools, through which people and organizations can collaborate, reflect on, and co-create new solutions



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The evolution of the concept of Intercultural Competence From Intercultural competence as the ability to consider different perceptions and different ways of constructing meaning, by using appropriate mindset and skills …

… To Intercultural competence as the ability to recognize differences in a cultural capital and to be able to interact with them.

No more something inside a person, or that a person can have with a certain degree; but something socially distributed and shared, among different actors and within a certain context



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The evolution of the concept of Intercultural Competence

Becomes important:

To be sensitive to shape diversity (i.e. to process an “intercultural gaze”)

To know how to recognize and to map diversity

To be capable of activating and faciliting inclusive processes

To listen actively, being open to different sense-making frameworks without to stuck in a rigid perspective or fixed identity

To be able to integrate different perspectives, values and opinions, thus make it possible to create alternative narratives, new knowledge construction, and eventually re-design practices, policies, processes



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4. The extension of Interculturalism to Social Responsible and Sustainable practicesTODAY’S EXTENSION OF INTERCULTURAL COMPETENCE, INTERCULTURAL CONCEPTS AND THEIR APPLICATIONS



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Culture as a marker of identities


Outseurcesemployeees

Employees,

Internal unites

Environments

Clients, consumers

, users

Trainers, consultan

tsCFO,

partnersStakeholder

s

Public Administratio

n

Collectivty

Unites, parties

Mass-media

No profit organizatio

ns

Localcommuni

ty

Schools,university Supplyers


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Cultural identities protest and straggle

for their own recognition



Some examples of bad Stakeholders Management

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Some examples of good Stakeholders Management

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Stakeholders Management applications Organizational knowledge sharing and creation: i.e. organization improvement or innovation processes

Alternative ideas generation, product or services co-designing, in order to answer customers' or users’ new needs and requests

Designing and implementing socially responsible or sustainable organizational communication campaigns, policy and practices



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Conclusions The success of an organization today depends more and more on:

Customer and client fidelity

Brand trust and reputation

Organization's ability to manage multi-stakeholder relationships

Organization’s ability to implement socially responsible practices sustainable in the long term



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Learnings The evolution of intercultural communication processes into complex multi-stakeholder relationships requires managers that have greater intercultural competence

A new generation of managers is needed: one that can see diversity from an intercultural perspective, and that can handle relations involving internal and external diversity or identity differences

Managers need to be able to include different interlocutors in conversational processes, to integrate their points of view into responsible and sustainable organizational decision making and into implementation in the organizational processes



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Maura Di Mauro Intercultural Trainer, Coach & Consultant

Tel. (+39) 02 / 43 1284 40 Mob. (+39) 340 / 32 38 702

E-mail: [email protected]

www.mauradimauro.weebly.com


mailto:[email protected]

Maura di mauro

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