1. Fundamentals of Case Management Practice: Skills for the Human Services, Third Edition Chapter Four Applying the Ecological Model: A theoretical Foundation for Human Services By Nancy Summers Published by Brooks Cole Cengage Learning 2009

2. CULTURAL COMPETENCE Our perceptions and attitudes are influenced by our own culture. Ethically we have a responsibility to become acquainted with cultures that differ from our own and with which we have extensive contact. The only way to work with people from different cultures is to see them as unique individuals and make every effort to perceive them accurately.

3. WHERE DO OUR DIFFERENCES LIE? Cultures - Generally refers to an entire society within a specific political boundary wherein the citizens share a common understanding. Subcultures - Within a society are smaller groups who hole the dominant culture but also hold specific ideas and beliefs that may differ from the dominant culture in some ways. Race and Ethnic Groups - Societies can have different races and ethic groups within them. Race refers to a group who are biologically similar while ethnic group refers to a group of people who share a common cultural heritage.

4. WE-VERSUS-THEM ATTITUDE We learn who is in our in-group and who are in the out groups through our socialization. In-groups are seen as acceptable. They are seen as being more like ourselves. Out-groups are generally groups with whom we do not often interact and with whom we feel uncomfortable We often describe in-groups favorably while we are often suspicious of the motives of out-groups. We-Versus-Them attitude develops when we use our own culture to judge the culture of others.

5. STRANGERS When we meet people who do not think, act, or believe as we do we often find them strange. Often their ways of thinking and acting are unfamiliar to us. It is always the dominant culture that defines who is a stranger. As the world becomes more global we are likely to encounter people who are different from ourselves. It is often up to the social service worker to help immigrants make a smooth adjustment to a new culture. Immigrants who become competent in the dominant culture are healthier.

6. ANXIETY AND UNCERTAINTY It is common to feel anxious when we attempt to interact with individuals from different cultures. We need to manage those feelings so they do not impede our communication with others. In order to feel less anxious we may interpret the stranger’s behavior or beliefs through our own culture. The more we can feel the person is like us, the less likely we are to feel anxious.

7. THOUGHTLESS VERSUS THOUGHTFUL COMMUNICATION Ways we can make our communication more thoughtful: Recognize our tendency to categorize - look at how we might stereotype a person. Look for exceptions - seek exceptions to our stereotypes Check our attributions - Do we see negative behavior in others as being part of their poor character while our negative behavior is blamed on circumstances? Evaluate our scripts - People from different cultures may not have the same scripts we do and thus we misunderstand their actions. Check our perceptions - Check with the other person to see if your perceptions are correct. Allow for differences - Recognize there is a lot you don’t know and be open to finding out more.

8. DIMENSIONS OF CULTURE Basically most cultures fall into either an individualistic culture or a collectivistic culture. Individualistic cultures tend to place an emphasis on the individual. Collectivistic cultures tend to place more emphasis on the group. Many researchers believe communication can be better facilitated if we know whether the person with whom we are meeting comes from an individualistic culture or a collectivistic culture.

9. INDIVIDUALISTIC CULTURES Are more vertical - people are expected to stand out from others Value freedom Promote self-fulfillment Emphasize individual initiative and achievement Emphasize the need and goals of individuals over the group In-group influence is specific to time and place and not general Support unique individual beliefs Maximize individual outcomes For more differences see pages 93 - 98 in your textbook, Fundamentals of Case Management Practice

10. COLLECTIVISTIC CULTURES People are not expected to stand out A value is placed on equality Cooperation occurs with in-group members In-group members look out for each other Require that people fit into the group Emphasize belonging Group goals are emphasized There are shared group beliefs Tend to apply different value standards to members of the in-group as compared with members of out-groups For more differences see pages 93 - 98 in your textbook, Fundamentals of Case Management Practice

11. OBSTACLES TO UNDERSTANDING Stereotypes - assumptions about people from a particular group and we do not question these assumptions. Ethnocentrism - we use the standards of our own culture to judge the behavior and culture of other people. Prejudice - based on a stereotype we avoid or deny certain things to people from this group. Conflict - cultural misunderstandings turn into hostility and conflict.

12. CHANGING ATTITUDES We can change our attitudes toward strangers and members if out- groups. Contact, especially contact around substantive issues is helpful Stress cooperation rather than competition. Learn to see members of other groups as individuals rather than as representatives of our own biases and stereotypes. Remain open to learn more. Confirm to others that they are valuable to you as individuals, that their experiences and concerns are important, and that you are willing to become involved to help them resolve their problems.

13. WORKERS WHO ARE CULTURALLY COMPETENT Workers who are culturally competent are: Adaptable to situations. Flexible in choosing how to respond to situations. Have a commitment to give high-quality service to every person who comes for assistance. Lets others know they have been heard and their concerns are significant. Are respectful of others regardless of culture.