Staff Faculty FINAL revised 9-5 alc HANDOUT.pptx
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Transcript of Staff Faculty FINAL revised 9-5 alc HANDOUT.pptx
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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
3-64
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