Global Aspirations, Local Inclinations: Bridging the Cultural Divide Barry Winbolt, IACM, BACP Ann Clark, PhD

What is ‘culture’? “Values, norms, artifacts…” A set of shared beliefs Tastes and manners Attitudes and behaviours Knowledge and values History and experience (Armenia vs. Turks)

Culture, language and perception High vs. low context cultures Monochronic vs. polychronic cultures ‘Relationships’ vs. business or work Collective vs. individual Our language shapes our thoughts and experiences but we are largely unaware of this. As a result there is often a perceived ‘mismatch’ when communicating across cultures.

Verbal and non-verbal combine Verbal: Ideas, information, beliefs (Report) Non-verbal: Identity, emotions, attitudes (Command) Language is linear, single-channel and rule governed Behaviour is non-linear, multi-channel and open to interpretation

The implications for business communications The ‘message’ can get lost People won’t tell you when you get it wrong Service delivery must be culturally adapted Literature may need re-writing, not just translating There may be training issues for managers

The corporate ‘must-do’s’ when working cross-culturally Ensure that all EAP staff fully understand the implications Demonstrate understanding and respect to the user group Show cultural sensitivity (interpretation, translation services and cultural awareness) Test information in the local culture When planning, allow for and respect global time differences

Bridging the gap: 1 Speaking a language does not mean understanding the culture (or even the words) Second language speakers may not understand context or idioms How we speak may be more important than what we say (relationship vs. content) We must know our own culture-specific values We must check our resulting assumptions, beliefs and behaviour

Bridging the gap: 2 Keep messages simple One sentence, one idea Regularly check understanding Backup verbal information in another format Ask for clarification if in doubt Always check for mutual understanding

Cultural influences in health and support Every culture has its own beliefs about concepts such as ‘health’ and ‘work’ These will affect motivation, priorities etc. Services may not be equally valued or accepted in all cultures Specific conditions may not be ‘accepted’ in all cultures (e.g. alcohol, depression)

Culturally Competent Leadership Values Diversity Demonstrates Cultural Awareness and Sensitivity Communicates Effectively Across Cultures Communication Respect Examine Ask Take Responsibility Engage

Cultural Competency A model developed by David Hoopes which is outlined in the article “Intercultural Communication Concepts and the Psychology of Intercultural Experience” from Multicultural Education: A Cross-Cultural Training Approach. This model outlines the development of cultural competency in each and every one of us. Cultural competency implies that individuals have the capacity to function effectively. Even though an individual might be culturally sensitive or culturally competent, the work environment may not be at the same level. Culturally competent leaders will be able to CREATE a culturally competent workplace.

Cultural Competency Ethnocentricity Awareness Understanding Acceptance/Respect Appreciation/Valuing Selective Adoption Multiculturation Path of Intercultural Learning for an Individual

Cultural Competency in the Workplace Cultural Destructiveness Cultural Incapacity Cultural Blindness Cultural Pre-Competence Cultural Competence Cultural Proficiency Continuum of Cultural Competency

EAP Core Technology Consultation with, training of, and assistance to organizations seeking to manage troubled employees (Number 1) Use of feedback, motivation, and short-term intervention with employee clients to address problems that affect job performance (Number 3) Referral of employee clients for diagnosis, treatment, and assistance (Number 4) Assist organizations in support of employee health benefits covering medical/behavioral problems, including but not limited to alcoholism, drug abuse, and mental/emotional disorders (Number 6) Identification of the effects of EAP services on organization and individual job performance (Number 7)

Promoting Workplace Diversity Define culture Define diversity What are Primary and Secondary Dimensions of Diversity? Describe Management Styles that are Culturally Competent Examples from an EAP training

Pick a Piece of the Pie-What racial groups are represented? Based on 2004 American Census Bureau

2004 Census Bureau reports

EAPs Role in Bridging the Gap Provide support and training for companies to encourage cultural competence Increase awareness and sensitivity in a diverse workplace Create Cultural diversity resource teams that address needs of diversity in the workplace