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Intercultural Skills © 2015, Prof. Christian Tröster, PhD

INTERCULTURAL SKILLS

- ACCULTURATION – VISITING ANOTHER CULTURE-

SEMINAR 2 MSC 9TH NOVEMBER 2015

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Intercultural Skills © 2015, Professor Dr. Christian Tröster

MUSLIM FOOTBALL STAR DOES NOT SHAKE FEMALE REPORTER’S HAND

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Paradox or not? •  FC Utrecht does not condemn

this but excludes from games supporters who shout discriminating paroles.

•  Player is being treated by female physiotherapist.


VALUE ORIENTATION THEORY

1.  There is a limited number of common human problems for which all must at all times find some solutions.

2.  While there is variability in the solutions to all the problems, this variability is neither limitless nor random but is definitely variable within a range of possible solutions.

3.  All alternatives of all solutions are presented in all societies at all times but are differentially preferred.

Ø  There is a little German, Mexican, French, Chinese, …. in all of us.

Hills, M.D. (2002) Kluckhohn & Strodtbeck’s Value Orientation Theory. Online Readings in Psychology and Culture

Multicultural Man


PERCEPTION OF OTHER CULTURES IS BIASED

Us Others

Cultural Attribute

Us Others

These people are crazy

§  Culture is part of social identity §  People derive sense of self-worth by

perceiving own culture more favorable than other cultures (“We are better!”).

§  Have less information about others and use stereotypes to form expectations of others (“Others are all the same!”).

Ø Biased and polarized perceptions of other cultures


CULTURE SQUARE: EXERCISE 2 (15 MIN.) In pairs: 1.  Read the case 2.  Analyze the case in terms of the

culture square 3.  Describe the intercultural conflict

in terms of the culture square. 4.  What would Herb have to learn to

deal with the conflict?

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Exaggeration

Exaggeration



STEREOTYPE CYCLE

Herb keeps more

information for himself

Chinese think

Americans are hiding something.

Chinese ask for more

information.

Herb feels like the

Chinese try to steal his

ideas.

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FIVE TRICKS


FIVE TRICKS: Form groups: Visitors (changed room at least once) and Hosts (did not change rooms) §  According to which rules did you play? §  Why did you play according to these rules? How did you decide?

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VISITORS TO NEW CULTURE EXPERIENCE IDENTITY THREATS Need for positive group distinctiveness: People like to see their cultural identities as positively distinguished from identities of other groups: §  Self-esteem: Host to new culture often occupy low status positions §  Efficacy: Feeling of helplessness and incompetence. §  Belonging: Feeling unwanted or rejected. §  Assimilation pressure: Policies that demand to change aspects of identity

create uncertainty about continuity of identity and sense of meaning derived from identity.

Ø  Questioning own identity

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Charlie Brown


EXERCISE: DISCUSS THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT REACTIONS TO NEW CULTURES (10 MIN.)

Charlie Brown: Self-doubts about place in new culture

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Obelix: Devaluates other cultures.

These people are crazy!

Hosts

Visitors

Why am I here?


EXERCISE: DISCUSS THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT REACTIONS TO NEW CULTURES

Charlie Brown: Self-doubts about place in new culture

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Obelix: Devaluates other cultures.


+ Self-confident + Beliefs in value of own culture -  Thinks own culture is superior -  Intolerance for cultural differences -  Does not recognize own limitations in

dealing with other culture

+ Is open to new culture + Tolerance allows for -  Attributes intercultural irritations to own

limitations -  Feels inferior in comparison to other culture, -  Devaluates own culture


EXERCISE: DISCUSS THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT REACTIONS TO NEW CULTURES

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Maintenance of own cultural standards Openness for change

Devaluation of own culture

(Assimilation)

Devaluation of other culture

(Separation)

Integration: Individuals are able to adopt the cultural norms of the dominant or host culture while maintaining their culture of origin. Integration leads to, and is often synonymous with biculturalism. Separation: Occurs when individuals reject the dominant or host culture in favor of preserving their culture of origin. Separation is often facilitated by immigration to ethnic enclaves. Assimilation: occurs when individuals adopt the cultural norms of a dominant or host culture, over their original culture.

Integration


EXERCISE: ACCULTURATION CASES (10 MIN.) Analyze how the situation described in case limits integration and/ or fosters assimilation or separation. Make use of the Inner Team Metaphor (Obelix, Charlie Brown, and Multicultural Man) to analyze the situation.

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ACCULTURATION PROCESS


Behavioral Script: A schema that contains information about the sequences of behavior appropriate to particular situation. •  If situation matches existing schemas, behavior occurs automatically. •  If situation does not match existing schemas, people may adjust existing ones or

create new ones.

In an intercultural context the ability of the employees to adjust old scripts or create new ones is called acculturation.

ACCULTURATION


•  80% of midsize and large companies send employees abroad. •  Two to three times of the costs of equivalent position back home. BUT: •  Twenty percent of premature termination of assignment •  One-third did not perform up to expectations •  One-fourth left company for competitor within one year of repatriation.

ACCULTURATION

Black, J. S., & Gregersen, H. B. (1999). The right way to manage expats. Harvard Business Review, 77, 52-63.


“Managers often send people on overseas assignments who are capable but culturally illiterate.”

Black, J. S., & Gregersen, H. B. (1999). The right way to manage expats. Harvard Business Review, 77, 52-63.


Acculturation occurs in stages (Lysgaard’s U-Curve)

ACCULTURATION


HONEYMOON You're fascinated by the new culture and excited about all the new and interesting” sights and sounds.” •  Tourist phase •  Guest to new culture •  Respect •  Curiosity


CRISIS Period of disillusionment as you must seriously cope with living a new culture on a day-to-day basis. •  Obligation to adjust •  Loneliness •  Rejection •  Loss of status and possession •  Confusion •  Surprise, anxiety, disgust •  Incapability to cope


RECOVERY You gradually adapt to the new culture and learn how to behave appropriately •  Understand language •  Understand culture •  Humor


ADJUSTMENT You begin to enjoy the new culture, although there may be occasional instances of anxiety and strain. •  Enjoyment of new culture •  Feeling home


ACCULTURATION Pre-assignment factors: •  Cultural competences •  Motivation •  Previous experience •  Language ability •  Logistical support


ACCULTURATION

Post-assignment factors: •  Cultural Novelty •  Coworker support •  Logistical support •  Spouse adjustment •  Job stressors (clarity, discretion, novelty, conflict)


Principle 1: Establish family foundations first. You can’t be successful if home is in chaos. Discuss with spouse: •  cultural shift •  distance from home •  living situation •  spouse’s ability to find friends •  work •  School •  Email relationship with future colleagues (with children) •  Invite family and friends

TO-DO-LIST


Principle 2: Build credibility and openness from the start. If you focus on the problem first you send the message “There is no good here”. •  Ask questions instead of making statements. •  Let colleagues validate your theories •  Setting up office can wait. Start reaching out from day one. •  Look for “cultural interpreters” to help translate and deliver ideas for change.

TO-DO-LIST


Principle 3: Get serious about compliance. Business standards and the “rules of the game” can change dramatically when you move from one corporate and cultural climate to another. View on what is appropriate might not be same as at home office. •  e.g., Deal-making practices, employment practices, quality control,

environmental protection Become unofficial compliance officer. •  Ask people on all front lines about their actions •  Quickly move once problems arise •  Differentiate between serious compliance lapses and unfamiliar but acceptable

ways of doing business

TO-DO-LIST

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