This document provides an introduction to crosscultural competence. It discusses foundational models for developing crosscultural competency such as the developmental model of intercultural sensitivity (DMIS) and the intercultural development inventory (IDI). The DMIS model outlines six stages of increasing cultural sensitivity from denial to integration. The IDI assessment measures individuals and groups on these stages. Crosscultural training can help develop a global mindset and increase effectiveness through understanding cultural differences.
2. Agenda
Introduction
Foundational Models for Crosscultural Competency Development
Developmental Model of Intercultural Sensitivity
Intercultural Development Inventory (IDI)
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3. Managing Diversity & Inclusion: A Business Case
Monocultural Teams
Multicultural Multicultural
Teams Average Teams
- Performance +
- - + +
- -- - ++
- + ++
Less Effectiveness in More
creative tasks Leader acknowledges and supports
Leader ignores or suppresses
cultural difference cultural difference
Cultural difference becomes Cultural difference becomes an
an obstacle to performance asset to performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002.
c. Milton J.Bennett, 2008
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4. Schools of Thought on Crosscultural Competence
Crosscultural Psychology
Intercultural
Communications
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6. Moving Beyond Traditional Training
Programmatic Systematic
Diversity training Skill Development focused
focused on Tolerance on Crosscultural Competence
and Sensitivity
Focus on topics Focus on stories and relationships
Human Rights-based Business-based
Mentoring Reciprocal mentoring
Source: Hewitt Associates
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7. Crosscultural Competence - Definition
The ability to discern and take into account oneâs own and othersâ
worldviews to be able to:
â solve problems
â make decisions
â resolve conflicts
âŠin ways that optimize cultural differences for better,
longerâlasting, and more creative solutions.
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8. Definition of Values and Culture
Values
Personal and group beliefs of what is right and wrong.
Culture
Behavioral interpretation of how a community lives out its values in
order to survive and thrive.
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9. Components of Crosscultural Competence
Crosscultural competence is comprised of four components:
a) Awareness of one's own cultural worldview,
b) Attitude towards cultural differences,
c) Knowledge of different cultural practices and worldviews,
and
d) Crosscultural skills
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10. Iceberg Model of Culture
Music
Art ï Dress
Greetings ï Food & Drink
Manners ï Rituals ï Outward Behaviours
Attitudes ï Values ï Beliefs ï Perceptions
+
Orientation to:
Respect ï Power ï Status
Individualism ï Community ï Competitiveness
Action ï Environment
Communication ï Emotion ï Thinking
Structure ï Time ï Space
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11. The Seven Cultural Dimensions
Task vs. RelationshipâHow do we get things done?
Universalism vs. ParticularismâHow do we define whatâs fair?
Achievement vs. AscriptionâHow do we confer status?
Individualism vs. CommunitarianismâHow do we work with others?
Neutral vs. AffectiveâHow do we manage emotions?
Sequential Time vs. Synchronous TimeâHow do we define time?
Internal Control vs. External ControlâHow do we manage our
environment?
Fons Trompenaars and Charles Hampden -Turner
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12. Cultural Generalizations - Archetypes
central tendency
of the distribution
of population
USA Japan
Individualism Communitarianism
c. Milton J.Bennett
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13. Cultural Generalizations - Archetypes
Japan
Outliers
Individualism Communitarianism
c. Milton J.Bennett
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14. Cultural Generalizations - Archetypes
USA
Outliers
Individualism Communitarianism
c. Milton J.Bennett
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16. DMIS â Developmental Model of Intercultural Sensitivity
Increasing Perception of the Complexity of Cultural Differences
Denial Defense Minimization Acceptance Adaptation Integration
Ethnocentrism Ethnorelativism
c. Milton J.Bennett
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17. Ethnocentrism: Denial of cultural difference
Overcoming Ethnocentrism
Denial Defense Minimization
âą Disinterest
âą Avoidance
âą Inability to construe the world
in cultural ways
c. Milton J.Bennett
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18. Ethnocentrism: Defense against cultural difference
Overcoming Ethnocentrism
Denial Minimization
Defense
âą Denigration
âą Superiority
âą Reversal
c. Milton J.Bennett
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19. Ethnocentrism: Minimization of cultural difference
Overcoming Ethnocentrism
Denial Defense Minimization
âą Human Similarity
âą Universal Values
âą Differences are
Inconsequential
c. Milton J.Bennett
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20. Ethnorelativism: Acceptance of cultural difference
Building Ethnorelativism
Adaptation Integration
Acceptance
âą Respect for Behavioral
Differences
âą Respect for Value
Differences
c. Milton J.Bennett
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21. Ethnorelativism: Adaptation to cultural difference
Building Ethnorelativism
Integration
Acceptance Adaptation
âą Cognitive Frame-
Shifting
âą Behavioral Code-
Shifting
c. Milton J.Bennett
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22. Ethnorelativism: Integration of cultural difference
Building Ethnorelativism
Adaptation
Acceptance Integration
âą Integrate worldviews
âą Intercultural
mediators
c. Milton J.Bennett
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24. Individual and Group Competence Measures
IDI Assessment
The Intercultural Development Inventory (IDI) measures how a person
or a group of people tend to think and feel about cultural difference.
IDI is a cross-culturally valid and reliable assessment of intercultural
competence development equally applicable to domestic and international
diversity.
Tested by rigorous psychometric protocols in four separate validation
studies
Rigorous âback translationâ protocols used to translate into 12 languages
Currently being used by over 1300 qualified IDI Administrators in over 20
countries.
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25. IDI and the DMIS
D/D Scale M Scale A/A Scale
Defense/
Denial Minimization Acceptance Adaptation
Polarization
Integration
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26. Sample IDI Profile
H
rat ow
e y
Wh you ou
wa ere rself
e
th u: t nt you :
e to
h er s yo inan be
W rate om
I d w
ID pre ldvie
r r
Y ou wo
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27. Sustainable Intercultural Development
Developmental Transformation
Sustaining Transformation
Critical Depth of Infastructure
Sustaining Development
Organization Transformation
Critical Mass of Individuals
Bennett, M.J. et al (2009). Proceedings of the Bormio Seminar:
Intercultural/Multicultural Intersections in Individual Identity
and Organizational Culture. Milano: Intercultural Development
Individual Development Research Institute www.idrinstitute.org
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28. Crosscultural Training Delivers
Growth and Customer Focus: Associates learn the need to think
differentlyâspecifically, globallyâto grow
More Effective Teamwork: Associates understand, value and capitalize
on the fact that their workforce includes individuals representing a great
diversity of values, opinions, backgrounds, cultures, and goals
Global Mindset: Associates view the business from all relevant
perspectives and see the world in terms of integrated value chains
Integrative Thinker[s]: Associates assimilate various and conflicting
information or opinions into a well-considered decision
Self-Aware Learner[s]: Associates acknowledge their behaviors and how
they affect those around them
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Hinweis der Redaktion
Hewitt is a global HR Consulting and Outsourcing Firm Internally, we have a robust Diversity & Inclusion strategy that is focused on developing a crossculturally competent organization. Focusing on People has always been core to what we do as a business. We began our Diversity journey about 5 years ago and since then we have effectively embedded Diversity & Inclusion into the work we do with clients, as well as into our own internal HR processes. We have developed a 4 âstage competency model and a 4-stage crosscultural competence curriculum.
Introduction will include definitions of key terms.
A more diverse workforce is more complex. Diversity yields results when managed effectively through leadership development and crosscultural competence. In multicultural groups, goals, procedures, tasks, roles, and rules need to be very explicit. Great case study: Boeing â development of new wing design. merger of several aviation companies, Boeing deliberately brought together a team of developers from different ethnic cultures AND from different corporate cultures â from each of their legacy companies â to work on the development of the new wing design for the 7E7 planes. They said the result was the most effective, efficient wing ever developed in the shortest time in the history of aviation.
Crosscultural psychology: There are certain personality types or characteristics that lead one to being good at dealing with other cultures. It is a trait â you either have it or you donât. Intercultural communications People can learn how to communicate in different ways and shift perspectives and contexts to help them deal better with other cultures. It is a skill â you can learn it. Kinda like from the movie Rattatoille âanyone can cookâ â you just have to learn.
Shift from âwhat not to doâ to âwhat to doâ. We still need to have guidelines, policies and regulations such as employment equity. But once people grasp those we can help them become more competent in dealing with difference. Ideally, if people were crossculturally competent those guidelines would not be needed. Crosscultural competence training is not a laundry list of what to do and what not to do with certain cultures. Crosscultural competence training helps people to deal with all kinds of difference. The skills taught can be transferred to any type of culture â national, ethnicity, LGBT, gender, generational, etc.
The ability to discern and take into account oneâs own and othersâ worldviews to be able to: solve problems make decisions resolve conflicts ⊠in ways that optimize cultural differences for better, longerâlasting, and more creative solutions. Pause for Richard to define worldview.
Values Personal and group beliefs of what is right and wrong. Culture Behavioral interpretation of how a community lives out its values in order to survive and thrive.
Crosscultural competence is comprised of four components: a) Awareness of one's own cultural worldview, b) Attitude towards cultural differences, c) Knowledge of different cultural practices and worldviews, and d) Crosscultural skills
Task vs. RelationshipâHow do we get things done? Focus on the destination (outcomes) vs. focus on the journey/quality of the relationship. Universalism vs. ParticularismâHow do we define whatâs fair? Focus on the rule vs. focus on the particular context. Achievement vs. AscriptionâHow do we confer status? Focus on the accomplishment vs. focus on the title. Individualism vs. CommunitarianismâHow do we work with others? Focus on personal accountability vs. focus on team results and effort. Neutral vs. AffectiveâHow do we manage emotions? Focus on restraining showing emotions vs. focus on showing them. Sequential Time vs. Synchronous TimeâHow do we define time? Focus on one thing at a time vs. focus on the big picture. Internal Control vs. External ControlâHow do we manage our environment? Focus on dominating the environment vs. focus on being in harmony with it.
It can be useful to generalize into archetypes. Archetype â the general tendency. Stereotype â the assumption that everyone will act according to the archetype or general tendency. We are very careful in our training to discuss archetypes vs stereotypes.
When you meet someone, you donât know if you are dealing with a person who adheres to the general tendency of the population or someone who is different from the norm. The lesson of crosscultural communication is to approach each person with an assumption that they may have a different worldview from your own and to learn more about them as an individual.
DMIS is a grounded theory that outlines the development of sensitivity to cultural difference. DMIS stages are named for the quality of the worldview embodied by people at that stage of development. Ethnocentric âOneâs own culture is experienced as central to reality. The ethnocentric stages can be seen as ways of avoiding cultural differences .. Enthnorelative âOneâs own culture is experienced in the context of other cultures. The ethnorelative stages are ways of seeking cultural difference.
Not even aware that there are culturally different ways of thinking or behaving. Do not organize the world in a cultural way. People at the denial stage probably live in relative isolation from other cultures, either by happenstance or by choice. Either they do not perceive cultural differences at all or they can conceive only of broad categories such as âforeignerâ or âpeople of color,â or âMexicansâ (to refer to Latinos).
Strong commitment to own worldview Distrust of cultural behavior or ideas that differ from their own Aware of other cultures around them but have incomplete understanding of those cultures strong negative stereotypes about them. feel threatened by cultural difference. They create an âUsâ vs âThemâ dichotomy where usually Us are superior or the âright way to liveâ and Them are inferior or âunderdeveloped.â Reversal â an aspect of the Defense stage where people reverse the âUsâ vs. âThemâ polarization so that âUsâ becomes inferior and âThemâ becomes superior.
No longer feel cultural difference is a threat. Know something about âsurfaceâ cultural differences in customs, celebrations, etc.; but believes that, under the surface, people are pretty much the same. Overemphasis on similarity. Lack of understanding of the power of difference. Tends to view the world through own cultural worldview and assume that others have same wants, aspirations, expectations, etc. Exclusive over-assumption of similarity without placing sufficient importance of the deep cultural differences. Certainly there are similarities between people. That is not disputed. Differences are minor and inconsequential, rather than understanding that cultural differences cause deep differences in the way we construe reality. So the development for people in minimization is adding onto the belief in similarity - the understanding of the deep cultural differences, not replacing it. Golden Rule Flower metaphor
Acknowledge and respect cultural differences. Attained a clear awareness of their own culture Developed the understanding that oneâs own culture is just one of the many ways of experiencing the world. Acceptance is an orientation to cultural difference. Not an attitude. Acceptance does not mean approval. It is a respect for other ways of thinking and being. Acceptance is characterized by curiosity â a willingness to learn more about other cultures.
Able to âtake the perspectiveâ of another culture for the purpose of understanding or evaluating situations in either oneâs own or another culture. Has a very clear sense and commitment to own culture, but may know enough about another culture to shift substantially into the other cultural frame of reference. Cognitive Frame Shifting â movies â pathos and suspension of disbelief Behavioural Code Shifting â changing your behaviour â with grandmother, with spouse, with children Concern about âselling outâ or being untrue to yourself. However, most people engage in adaptive behaviours in their everyday lives. Most people just donât engage in adaptive behaviours toward cultural difference until it is made apparent to them that they can take those skills they are already using and transfer them to cultural issues. People at earlier stages of crosscultral development are the ones who are more likely to be distrustful of âcode shiftingâ behaviour and label it as inauthentic because they do not understand it.
In Integration, a person has incorporated his/her intercultural abilities and other cultures with oneâs own cultural identity. This is a rare state and usually occurs where one has had to do a lot of adapting between cultures. Often someone who is bicultural or multicultural, or has lived for substantial periods in different cultural contexts.
IDI is appropriate measurement tool if intercultural competence is the goal of individuals, groups or organizations.
The IDI provides a Perceived score and a developmental score. The Perceived score is where you view yourself, the development score is your primary orientation and includes your developmental issues. People at with less crosscultural understanding are more likely to overestimate their crosscultural ability.