Developing cultural awareness in short-term missionaries

Slides:



Advertisements
Similar presentations
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Advertisements

Chapter Fourteen International and Culturally Diverse
Managing Human Resources Globally Chapter 15
Chapter 7  Cross-Cultural Relations and Diversity.
Heart-to-Heart HAS Empathy Begins Inside Sensing what others feel Self awareness No sensitivity = people are “off”
1 Put Corporate Volunteers to Work! Jennifer Bennett, CVA, Senior Manager, Education & Training VolunteerMatch.
Schedule for Today Cross-cultural communication Cross-cultural communication Presentation - Anxiety/Uncertainty Management Theory (including Uncertainty.
5 Leadership Mind and Heart. Chapter Objectives Recognize how mental models guide your behavior and relationships. Engage in independent thinking by staying.
1 Developing Leadership Diversity. 2 Ethnocentrism The belief that one’s own culture and subculture are inherently superior to other cultures.
THEORIES OF EMOTION. EMOTION is a set of complex reactions to stimuli involving subjective feelings, physiological arousal, and observable behavior.
PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 3 Learning, Perception, and Attribution.
Social Psychology. The branch of psychology that studies how people think, feel, and behave in social situations.
Please get your clicker from the back of the room. (and sit in your lab groups from yesterday)
PREJUDICE AND STEREOTYPES. STEREOTYPES are the perceptions, beliefs, and expectations a person has about members of some group. STEREOTYPES are the perceptions,
Chapter Four Communicating Across Cultures McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
1 Chapter 5 Leadership Mind and Heart. 2 Chapter Objectives Recognize how mental models guide your behavior and relationships. Engage in independent thinking.
Advancing CQ – Cultural Intelligence 1.How much do you care? 2.What do you need to know? 3.What’s your strategy - your plan of engagement? 4.What behaviors.
MGMT 371: Global Management I. Managing Across Cultures A.Cultural Influences B.Cultural Dimensions C.Expatriates/foreign assignments.
© 2012 by Robert W. Lucas Chapter 6: Customer Service and Behavior.
MANAGEMENT RICHARD L. DAFT.
Emotional Intelligence
Emotional Intelligence and Anger Management
Week 2 Agenda Review of last week’s lessons Homework Review
MANAGEMENT RICHARD L. DAFT.
Visible Learning Plus: an introduction
Continuing and Distance Education Introductory Psychology 1023 Lecture 8: Stress and Health Reading: Chapter 16.
Culture and Organizational Life
Perception and Communication
Creating a Healthy Classroom Culture for Engineering
Interpretation and Perception
Theory and Practice of Counseling and Psychotherapy
Culture Shock & Identity Crisis
Learning, Perception, and Attribution
Intercultural Competences
There are four basic communication styles.
Culture: *Is learned *Involves a set of shared interpretations about
Perception “is” Reality
Managing in a Global Environment
Attitudes and Perceptions
Virtual learning Environments and Staff development
Presented by Randi Busse Workforce Development Group, Inc.
Cognitive Approach.
Bell Ringer!!! Let this be the beginning of your notes. I will check your bell ringer during the second half of class! Question: Its 12 A.M., you are walking.
Perception “is” Reality
Cultural Considerations
Key Aspects of Anthropology
PowerPoint Presentation by Charlie Cook
Module 5 - Culture Adapted from: The 2004 PERT Program
Anand Vegesna, Director – HR, Air Liquide Engineering India
Ch2: Understanding Management’s Context: Constraints and Challenges
Intercultural Communication
PERCEPTION.
Interpersonal Insights Model
The Interconnected Components of Competence
THE SELF.
Organizational Culture and Environment: The Constraints
Audience Analysis Chapter 6.
Virtual learning Environments and Staff development
CBC An overview.
Enhancing Relationships & Increasing Credibility
Improving Instructional Effectiveness
(Effective) Goal Setting: Strategies for Athletes and Coaches
Chapter 3 – Org Culture and Environment
From Randomness to Probability
Organizational Culture and Environment: The Constraints
Module 16 Emotion.
Module 29: Biology, Cognition, and Learning
POLITICAL SAVVY 101 with Pat Hughes Trillium Leadership Consulting
Public Speaking By Richard Yun – Team 781
KEY POINTS Culture is the acquired knowledge that people use to interpret experience and to generate social behavior. There are two major problems.
Presentation transcript:

Developing cultural awareness in short-term missionaries Howard Culbertson Southern Nazarene University

Short term versus long term Short-termers generally do not get second chance opportunities

How do we get beyond . . . ? Don’t drink the water Don’t go out alone; groups of 4 with 1 being a male Don’t smile at males on the street whom you do not know

How do we keep from . . . ? Hardening stereotypes Reinforcing ethnocentrism

Can we make sure they do not come back saying . . . ? “I need to be a great deal more thankful for all that I have” “They’re just like us”

CQ What are possible phrases for which “CQ” could be an acronym?

Culture quotient Cultural intelligence

CQ= culture quotient Culture quotient / Cultural intelligence Came into use about 4 years ago (Harvard Business Review) Widespread now in business world Short-term missions application David Livermore’s Serving with Eyes Wide Open (2006)

Culture Quotient Cognitive (the “head”) Physical (the “body”) Emotional/Motivational (the “heart”)

Viewing culture as successively deeper levels of understanding Viewing culture as successively deeper levels of understanding -- diagram by Lloyd Kwast

with credit to Marc Siemens and Gary Weaver Iceberg: analogy for culture with credit to Marc Siemens and Gary Weaver

Bob Sjogren, Bill and Amy Stearns

CQ Components Knowledge Interpretation Behavior Perseverance

Getting people to actively process all four areas Case studies Someone from there Someone who’s been there Emphasizing relationships “with” not “for”

Knowledge An understanding that culture can be seen as the “software” that runs our minds Some key issues High context versus low context Time orientation (event time vs clock time) Individualism / corporateness Power distance Uncertainty avoidance

Interpretation Turning off cruise control Holistic observation

Behavior How do we move to seeing this as an outcome rather than a starting point?

Perseverance Level of interest, drive and motivation to adapt cross-culturally

This PowerPoint will be at: http://home.snu.edu/~hculbert/fstml.ppt