INTERCULTURAL
INTERCULTURALCOMMUNICATION: ANOVERVIEWAmanda BehningIntercultural TrainerWITOS Berlin
FACTORS IN SUCCESSFUL CROSSCULTURAL COMMUNICATIONHow are behavior and expectations affected bycultural background?What factors associated with (cross-cultural)transitions make adaptation to culturaldifferences difficult?
WHAT WECAN sesValuesWHAT WECAN’T SEEBeliefsHabitsPerception OfOthersIdea Of SelfSharedAssumptionsRules
THE ICEBERG:A MODEL FOR(INTERCULTURAL)COMMUNICATION
CULTURE ACULTURE orms,Expectations
CULTURE ACULTURE orms,Expectations(“CULTURE CLASH”)
WHAT IS CULTURE?“Culture, or civilization, taken in its broad, ethnographicsense, is that complex whole which includes knowledge,belief, art, morals, law, custom, and any other capabilitiesand habits acquired by man as a member of society.”Edward Burnett Tylor11.07.20177
WHAT IS CULTURE?“The collective programming of the mind thatdistinguishes the members of one group or category ofpeople from others.”Geert Hofstede11.07.20178
WHAT INFLUENCES OURBEHAVIOR?
WHAT INFLUENCES lturalBackgroundFamilyRoleLanguages?
CULTURAL NORMS: THE 10:00APPOINTMENTArrival Time9.3010.00Culture BStandard BehaviorIndividual PersonStandard BehaviorCulture A10.3011.0011.30
CULTURAL NORMS: THE 10:00APPOINTMENTArrival Time9.3010.00Person BCulture BPerson AIndividual PersonCulture A10.3011.0011.30
OBELIX DISTORTIONUSTHEM
CQ!(Lynn Van Dyne &,Soon Ang, DavidLivermore)Ang and Van Dyne,L. (Eds.) (2008).Handbook oncultural intelligence:Theory,measurement andapplications.Armonk, NY: M.E.Sharpe.What is mymotivation foradapting? WhyMotivationdo I want tocommunicateacross cultures?How much do Iknow aboutKnowledgepossible culturaldifferences?Can I observe experienceStrategywithout makingjudgments?Can/will Imodifymy ownBehaviorbehavior? How?
BUILDING CULTURALKNOWLEDGE:UNDERSTANDING(POSSIBLE) CULTURALDIFFERENCES
CULTURAL MODELSCultural l Overview(Norms andValues/Standards ofBehavior)
THOMAS‘S CULTURAL STANDARDSGerman Standards(Chinese Context)German Standards(American tyPrivacyAuthority-OrientedDifferentiation of -RoleDifferentiation(Thomas & Schenk, 1996)(Markowsky & Thomas, 1995)
CULTURAL MODELSCultural l Overview(Norms andValues/Standards ofBehavior)Cultural Dimensions(Potential Differences inBehavior/Perception)
CULTURAL DIMENSIONSProf. Geert HofstedeProf. Alfonsus (Fons) TrompenaarsHofstede’s Cultural Dimensions Theory(1980)Trompenaars' model of national culturedifferences (1997)
LOW(POWER DISTANCE)HIGHLOW(LONG TERM ORIENTATION)HIGHLOW(UNCERTAINTY ALINDIVIDUALISMPARTICULARSPECIFICSYNCHRONIC
Meetings are fordoing business – ifwe are seriousresarchers we willbe well prepared.It‘s best to getto businessquickly so wecan use ourtime efficiently.It‘s ok to planappointments closetogether – if we usetime efficiently, weare working well.German teamarrives at9:00.German teamhas prepareddetailedpresentation.German teamplans topresentpresentation.German teamhas arrangedto leave thenext morning.Indian teamarrives after9:00. Professorarrives at 9:45.Indian teamtakes Germanteam on tourof dept., makesintroductions.Indian teamtakes Germanteam out tolunch.Indian teamhas notplanned timeforpresentation.They think themeeting is notimportant – theprofessor doesnot respect us.They are beingfriendly, butthey seem notto be interestedin our research.Why don‘t theycare about theproject?They must notthink highly ofour research.I plan my dayaccording to theclock – eachevent has atime slot.It‘s respectful toshow up at thetime you‘veagreed upon.German teamsuggests 9.00am.Indian teamagrees to 9:00.They agreed tobe there at9:00.
SEQUENTIAL Clock determines actions. Tasks are completed oneafter another. Work packages areseparated – only relevantpersons or resources areinvolved in specific tasks.SYNCHRONIC Context or people determineaction. Tasks may be completedsimultaneously. There is little separation ofwork into packages – peopleand resources are part of anetwork and everything isconnected.
Indian ResearchersOn time being there when allimportant people are there. Being lateshows disrespect or disinterest.German ResearchersOn time when the clock says 9:00.Being late shows disrespect ordisinterest.Relationships are very important – Ican‘t work effectively with you unless Ihave a strong relationship with you.Schedules are not determined bypeople. I do not need to have a strongrelationship to someone to workeffectively with them.A bigger network is always better!Helping to extend someone‘snetwork is a way to help them.Contacts with no professionalrelevance are not as useful.
They want toset a time – butthey must knowhow it reallyworks here.Why did theyshow up soearly?(Typical.)German teamsuggests 9.00am.Indian teamagrees to 9:00.It‘s polite toagree, but thecontext willdetermine theactual time.They prepared apresentation!Don‘t they careabout workingtogether?Why wouldn‘tthey plan moretime for theimportantthings?What a short visit!And how inflexible!German teamarrives at9:00.German teamhas prepareddetailedpresentation.German teamplans topresentpresentation.German teamhas arrangedto leave thenext morning.Indian teamarrives after9:00. Professorarrives at 9:45.Indian teamtakes Germanteam on tourof dept., makesintroductions.Indian teamtakes Germanteam out tolunch.Indian teamhas notplanned timeforpresentation.The meetingstarts when theprofessorarrives.Contacts are soimportant! This willbe good for them –and important formy colleagues.We must get toknow each otherso we can workwell.We will havetime later totalk about thedetails. Now isnot the time.
UNDERSTANDING THEINTERNATIONALEXPERIENCE:FACTORS AFFECTINGCULTURALCOMPETENCY
CQ!(Lynn Van Dyne &,Soon Ang, DavidLivermore)Ang and Van Dyne,L. (Eds.) (2008).Handbook oncultural intelligence:Theory,measurement andapplications.Armonk, NY: M.E.Sharpe.How interestedare you inadapting toculturallydiversesettings?How much doyou knowabout possibleculturaldifferences?Can youobserve experiencewithout makingjudgments?Can you modifyyour ownbehavior?
%20shock
Why not “culture shock”?negative effect on perception ofhost culturelimits ability to effectively identify &address other underlying stressorscreates an expectation thatnegative experiences will happenequates achieving cultural fluencyto success
What about the curves?not enough scientific evidenceprior experiences matter –everyone responds to changedifferentlycontext matterscreates confusion (where am I onthe curve?)
& preparingfor relevantstressors
& preparingfor relevantstressors
Loss of socialnetworkStress in dailyroutines/tasks/activitiesLoss of “majoritystatus” andfeeling ofbelongingLoss/lack ofknowledge ofnormsChallenges toyour personalvalue systemStress of notbeing able tomake yourselfunderstoodLoss of the abilityto communicateChanges in familysystemLoss of (social)identity
WHY CAN‘T WE JUST ADAPT TOOTHER CULTURES?11.07.201733
StressorDo I see aproblem?noNo stressreactionyesNo or minimizedstress reactionyesCan I cope withthe problem?noStress reaction!
TOOLKITWhat might stressme?What resources strategies areavailable to me?11.07.201735
TOOLKITWhat might stress internationalstudents (or colleagues)?What resources strategies areavailable? What can we provideor do differently to supportthem?11.07.201736
Amanda BehningWITOS BerlinBehning Honsu Rubert Weidling PartGAnthropologin Diplom PsychologinnenUnternehmensentwicklung SystemischeBeratung Training & CoachingMotzstraße 5410777 BerlinTel. 030/75 44 29 00Fax 030/75 44 28 99www.witos-berlin.de
INTERCULTURAL COMMUNICATION: AN OVERVIEW Amanda Behning Intercultural Trainer WITOS Berlin. FACTORS IN SUCCESSFUL CROSS-CULTURAL COMMUNICATION How are behavior and expectations affected by cultural background? What factors associated with (cross-cultural) transitions make adaptation to cultural
intercultural communication, adaptation to other cultures, intercultural learning. This concept is defined on the intersection of the concept of culture and competence (Figure 1). Developing Intercultural Competencies using activities with different media 40 Figure 1. Elements, which form the intercultural
Change, Globalization, Informatization, And Intercultural Communication, Communicating in culturally diverse work-place, Gateways to Effective Intercultural Communication. Learning Objectives To define intercultural communication To know the significance of intercultural communication in today's world of globalization.
Intercultural Communication – For Further Study - 23 Intercultural Manners and Etiquette - 24 Information about Specific Cultures - 25 Intercultural Discussion - Activities for Classes and Workshops - 26 . 1 Invisible: Ways of Being & Ways of Thinking DEFINITION OF CULTURE
I. Frequently asked questions 88 J. UNESCO evaluation form 93 Index 99. Figures 0.1 UNESCO Intercultural Competencies Tree xiv 2.1 Intercultural competence model 59 Tables 1.1 Pros and cons of intercultural trainings tools 8 2.1 Foundation of Story Circles 17 Photos 2.1 Story Circles pilot in Bangkok, Thailand 18 .
The term "Intercultural Communication" was first used in Edward T. Hall‟s book. The Silent Language. in 1959. Most researchers think that intercultural communication is the interpersonal communication between people from different cultures [3]. Gudykunst and Kim [4] define intercultural communication as 'a transactional,
Intercultural Competence Intercultural competence . is the capability to accurately understand and adapt behavior to cultural difference and commonality. Intercultural competence . reflects the degree to which cultural differences and commonalities in values, expectations, beliefs, and practices are effectively bridged, an inclusive .
Recetario Intercultural Escuelas de idiomas Cómete el mundo al cultur Recetario Inter . rio intercultural. Las recetas que en este libro se recopilan aparecen en el idioma ori- . quitándole la grana del interior. 2. Se pelan y pican los tomates, la cebolla y la zanahorias, añadiéndole la sal y la pimienta. 3. Seguidamente en una sartén .
intercultural en el Programa Nacional Beca 18. A partir de los resultados encontrados, se esbozarán recomendaciones para la gestión de la diversidad cultural en las universidades desde las herramientas que proporciona la comunicación intercultural.
