Cross-cultural & Intercultural Connections USDA Forest Service International Programs March 2006.

Cross-cultural & Intercultural Connections

USDA Forest Service

International Programs

March 2006

Expectations

Visitor ExpectationsTell me about Americans

Give me a list of “Dos” and “Don’ts”

Just tell me how to survive here

Tell me about the Forest Service’s organizational culture and expectations

“Culture-Specific” OrientationGives information about specific culture(s)

USDA Forest Service International Programs Expectations

Initial “Culture-General” Orientation → Specifics

One should gain an understanding and awareness of cultural dimensions and issues before attempting to analyze specific experiences and information.

Reduces stereotyping, inappropriate generalizations and the sharing of inaccurate information.

The USA is VERY diverse.

The US Forest Service is VERY diverse.

The “specifics” will come through interaction in the field and personal discovery. The tools provided in this orientation will give you a way to analyze and interpret interaction and events.

Cultural Perceptions

An Experiment…Imagine you are a member of the “Blue Culture.” You see the

world through blue lenses. You cannot remove them. They are your world view. Your friend is a member of the “Red Culture” and sees the world through red lenses. How do you perceive the following information?

In your welcome packet you were provided some colored film. Please place either the blue or red film in front of your eyes before proceeding.

Blue Culture people

Blue Culture People…

HATE OTHER PEOPLE & CULTURES

What do you understand about the culture?

Different Views

And they love

What do you understand about the culture?

Cultural Lenses

THE

S N O W

IS

C O L D

What do you see? Do the red and blue cultures see things the same way?

Culture influences…

THE

S N O W

IS

C O L D

Our viewsOur perceptionsOur attitudesAnd…

Our choices and behaviors

Do you see an old or young woman?

Culture is…

…the collective programming of the mind which distinguishes the members of one group from

another.

-Geert Hofstede

Culture is…

The shared set of assumptions,

values and beliefs of a group of

people by which they organize their

common life.-Gary Wederspahn

Similarities – to what degree?

UniversalWays in which all people in all groups are the same

CulturalWhat a particular group of people have in common with each other and how they differ from each other group

IndividualWays in which each one of us is different from everyone else, including those in our group

Not everything in a different culture is different from your own. There are universal, culture-specific and individual characteristics, values and behaviors. Not everything you learn about a new culture will apply to every individual.It is important to avoid “stereotypes” as they can be inaccurate and perhaps even offensive.

Stereotypes are generalizations of characteristics that are applied to all members of a cultural group. A stereotype does not allow for exceptions or individual variation. We force everyone to fit our prescribed categories.

Cultural Generalizationsoffer a way to simplify descriptions but can never apply to everyone in every situation. They offer good hypotheses as to why a person may behave as s/he does.

American StereotypesAmericans are:

Outgoing, Friendly

Informal

Loud, Rude, Boastful, Immature

Hard Working

Extravagant, Wasteful

Confident they have all the answers

Lacking in Class Consciousness

Disrespectful of authority

Disrespectful of authority

Racially prejudiced

Ignorant of other countries

Wealthy

Generous

Always in a hurry

Promiscuous

Distant – not really close to others

Over-analytical

Are these stereotypes or generalizations?

What happens when we go outside our own cultural boundaries to experience another?

History has shown us…Fear of “Otherness”, Create Opinions about others, Conflicts, Domination, Elimination

Evolution & Development of Attitudes & Needs

Globalization, Open Markets, International Relations, International Education Opportunities

Evolution & Development of “Interculturalism”

Psychology

Communications

Political Science

Intercultural Relations &

Communication

Anthropology EconomicsSociology

Business

Education

Psychiatry

New insights and “Interculturalism” emerged from evolving research in many fields.

Culture is…

Like an iceberg.

Features of Culture

Invisible

Suspected

Imagined

Intuited

Visible

Apparent

Observable

Music

Facial Expressions

Styles of Dress

Holiday Customs

General World View

Concept of Fairness

Notion of Modesty

Religious Beliefs

Culture is…like an icebergMost apparent behaviors are supported by underlying values and beliefs.

Invisible

Suspected

Imagined

Intuited

Visible

Apparent

Observable

BEHAVIOR

NON-VERBAL COMMUNICATION

THOUGHT PATTERNS

BELIEFS

VALUES

THOUGHT PATTERNS

Apparent or Not?

Invisible

Suspected

Imagined

Intuited

Visible

Apparent

Observable 1. Religious beliefs

2. Importance of time

3. Paintings

4. Values

5. Religious rituals

6. Literature

7. Raising children

8. Concept of leadership

9. Gestures

10.Nature of Friendship

11.Foods

12.Eating habits

13.Understanding of the natural world

14.Concept of self

15.Work ethic

16.Concept of beauty

17.Concept of personal space

18.Rules of social etiquette

19.Holiday CustomsPlace these features of culture above or below the water line. Discuss your views and reasoning with others.

19

Why is this important?

Surface behaviors are influenced by beneath-the-surface values and assumptions.

When we look at behavior, we interpret what is happening through a filter of what our culture tells us is happening.

To be a successful “interculturalist,” one must attempt to understand deeper values. One should attempt to analyze one’s own cultural perceptions and understand their influence in the process of interpreting observations of other cultures.

Intercultural Communication & Interaction

Provide opportunities

for

Discovery

Learning

Conflict

Agreement

Confusion

Misunderstanding

CHANGE & DEVELOPMENT

http://images.google.com/imgres?imgurl=http://www.uwc.ac.za/ics/ezine/I4images/cultural_exchange.jpg&imgrefurl=http://www.uwc.ac.za/ics/ezine/showissue.asp%3Fissueno%3D4&h=323&w=350&sz=16&tbnid=F76UeA9IxNAJ:&tbnh=107&tbnw=116&hl=en&start=5&prev=/images%3Fq%3Dcultural%2Bexchange%26svnum%3D10%26hl%3Den%26lr%3D

Intercultural InteractionIntercultural interaction is somewhat like the meeting of icebergs.

The meeting my produce synergy and harmonious interaction…or…

Intercultural InteractionThe interaction may be more like a collision.

When values and beliefs collide, conflicts can arise.

Cultural Adjustment Cycle

ENTRY RE-ENTRY

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Home Host Culture Home

1

2

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There are multiple stages of cultural adjustment when one steps outside his or her own culture. On the vertical axis, you will see the levels of comfort and satisfaction. The horizontal axis represents the passage of time and the stages of a sojourn. An individual experiences many feelings in each stage…


ENTRY RE-ENTRY

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1. Anticipating Departure –

Nervous and Excited


ENTRY RE-ENTRY

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2. Emotional Highpoint – Honeymoon Stage

Excited with all things new & different.


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3. Critical Low Point – Culture Shock

Things are no longer new. Difficulties & Frustrations. Loss of familiar cues.


ENTRY RE-ENTRY

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4. Initial Adjustment - Learning to navigate

Things improving. Better language skills & understanding. Balance between “+” and “-”.


ENTRY RE-ENTRY

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5. Confronting Deeper Issues

Increased Frustration. Confront deeper cultural and personal difficulties. More complex relationships. Isolation, boredom, no motivation.


ENTRY RE-ENTRY

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6. Adapting, Acculturating and Assimilating

Increased comfort. Greater understanding of differences. Integrate & develop strong relationships with hosts OR NOT (some prefer to remain as distant “Visitors”).

Responses to X-Cultural Experiences

REJECTIONFight behavior-rebel

Flight

behavior – withdraw

Isolation

ACCULTURATEMake certain cultural adjustments and modifications

Strengthen some existing beliefs.

Adopt what you value & like, reject what you don’t.

ASSIMILATEAdopt new ways of being and thinking.

Be accepted as an equal in the new culture

There are three general responses to intercultural experiences:


ENTRY RE-ENTRY

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7. Anticipating Return

Thinking about return. Anxiety about leaving. Thoughts about how much one has changed. Thinking about reactions of friends & family.


ENTRY RE-ENTRY

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8. Re-entry Adjustment

Adjust again. Cycle repeats itself. Familiar environment. Changed perspectives.


ENTRY RE-ENTRY

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Where are you now?

?

?

Culture Shock

Is it an “Occupational Illness” …a disease with psychological and physiological symptoms.

Perhaps it is more like the common cold…you can treat the symptoms but you can still get another cold.

It is a Identity Crisis – Loss of self & familiar signs

Result of Change – Change causes stress

Too many life changes at the same time can create stress & illness (new job, move, divorce, marriage, death)

What is Culture Shock?

Clashes of ValuesCognitive dissonance – Believe one thing, do another

Experiences which are not appropriate in your culture

Breakdown of CommunicationVerbal communication may be limited

Non-Verbal Communication - Meanings have changed

Sense of Being out of ControlFeel childish, understanding of situations is limited, emotions are high, unable to manage simple things

Expectations are not metInputs & Outputs – Actions & Reactions differ

Culture ShockCulture Shock comes when expectations are not met. When routine inputs do not produce anticipated outputs, we experience culture shock.

What happens when our expectations aren’t met? Reactions differ from one individual to the next, but one thing is certain. Most people do react in some way, either unconsciously or consciously. Reactions may be more or less severe depending on an individual’s tolerance to ambiguity and change.

Imagine you are going to buy something from a vending machine. You put money into the machine and push a button. You expect to receive your favorite soda, bag of chips or candy bar in just a few seconds. You wait. Nothing happens. You press the button again, harder this time. What happens when your item still doesn’t come out? What do you do? Do you shake or kick the machine? Say a few choice words and call the machine names? You react because your expectations weren’t met. You may walk away frustrated and angry. You may see yourself as a victim. Over time, of course, you eventually learn that the machine requires $1 rather than 75 cents as posted. Everyone in the office seemed to know this but you.

This is very similar to what happens when you live and work in a new culture. Systems, actions, reactions and outputs may no longer be what you expect.

How will you react in these new situations?

Symptoms of Culture Shock

Please take some time to write down some symptoms of culture shock.

Compare your list to the following…

Symptoms of Culture Shock

Lonely

Irritable

Depressed

Angry

Withdrawn - Isolated

Paranoid

Spaced out

Stomach problems

Skin Problems

Financial Problems

Poor Grades – Drop outs

Poor job performance

Criminal Behavior*

Eating Disorders*

Alcohol Abuse*

Suicide*

*Individuals are usually predisposed to more severe reactions & behaviors.

Culture Shock

What determines its severity and duration?

PersonalityTolerance to ambiguity – Comfort with the unknown

Amount of difference between the cultures

The more different the cultures are, the more severe the culture shock can be

Level of similarity between the culturesThe more similar the cultures are, the greater the chances are for surprises. One is not prepared for misunderstandings

No Pain, No Gain

Bad news…You will experience culture shock

Good News!!! You are normal – everyone experiences it!

90% of those who experience culture shock say they are better off than before the experience (It hurts so good!)

Most people come back home with more confidence and self-esteem

People who journey beyond their own cultures are more aware of the world and experience profound personal and professional growth

Coping StrategiesHow do I cope with Culture Shock?


Make new Friends

Be Flexible

Learn to live without familiar things – improvise

Watch people

Focus on Language Learning

Read/Listen to Music

Go out to a restaurant

Find Common interest groups

Go to the movies

Exercise

Talk to supervisors

Keep in touch with old friends

Keep a journal

Learn new ways of doing things

Go shopping

Take Pictures

Visit with colleagues and contact the IP Office


Remind yourself…

Things weren’t always perfect back home

This will pass

It is not the end of the world

I came here to experience these challenges

I’ve been through worse

I am not alone

NO PAIN, NO GAIN!!! (Is this a culture-specific value?)

Arrival of a new visitor…a story that may sound familiar

The Airport

Taxi Ride

Settling In

A Walk Across Campus

Registration

Lunch

Meeting the Advisor

Understanding Dimensions of Culture and ourselves

Our learned values, expectations and behaviors shape our interpretations and adjustment

Getting to know ourselves and understand dimensions of culture is the 1st step in successfully crossing cultures.

Let’s get to know ourselves…

Place yourself on the continuum then review the following cultural dimensions.

Dimensions of Culture

NO YES

DISAGREE AGREE

An important question at a party is, “What do you do?”


TO BE TO DO

Gain status through hard work and individual achievement.

One EARNS status.

Value Competition

I’m a “self-made” man.

Just Do It!

Rambo, The Marlboro Man

Status is ascribed. It comes from one’s heritage, family, cultural group, and affiliations.

Harmony, rather than competition is valued.

Reliance and cooperation is important to maintain stability.


NO YES

DISAGREE AGREE

I should call my supervisor “Doctor Jones” or “Mr. Jones.” Calling him “Bob” is not acceptable.


FORMAL INFORMAL

Based on egalitarianism. Tend to be casual and informal in social and professional interactions. Informality is also necessary in a more mobile society where people are always meeting new people. In general, most Americans don’t use ranks or titles when addressing each other. It can be considered “snobbish.” This depends on the setting & culture, however.

Some “in-group” cultures develop close, intimate relationships with their in-group members which allow for informal behavior. Generally, they are very formal with those outside their in-group. This may affect levels of trust.


NO YES

DISAGREE AGREE

When I say “YES,” I mean “Yes”


NO YES

DISAGREE AGREE

Sitting with your leg crossed over your knee means things are not good.


IMPLICIT EXPLICIT

High Context Low Context

Indirect Direct

We must be more explicit in our communication. In low context cultures, people are more heterogeneous and individualistic. Thus, communication must more specific and explicit about meaning. Things have more literal meanings. Getting and giving information is the goal of communication.

In more homogeneous, collectivist cultures, there is greater understanding of what might happen. Based on history, similarities and traditions. Nonverbal communication is used as there is less need to be explicit. Everyone already knows and understands. Communication’s goal is maintaining harmony.


NO YES

DISAGREE AGREE

Written contracts are important and must have strict policies. They should never be broken.


EMOTIONAL FACTUAL

Particularist Universalist

Factual content is most valued

Emotional appeals dismissed

Certain absolutes exist everywhere.

Practicality emphasized

Be “Realistic”, “sensible” “Logical”

Rules, theories, policies, contracts applied in all cases

Situational – Relative

Emotional appeals have greater value

Exceptions made based on person, status, situation

Situational Policy – no absolutes

No one expects life to be fair


NO YES

DISAGREE AGREE

If you disagree with a professor or boss, you should tell him, even if you are in public.


NO YES

DISAGREE AGREE

Conflict and Disagreement lead to the best solutions and clear the air.


NO YES

DISAGREE AGREE

Honesty is the best policy.


SAVING FACE

INDIRECT DIRECTIn individualistic cultures, saving face is less important. Individuals can take care of themselves and are not as dependent upon others or the opinions of others. Americans believe it is important to be direct and truthful. Confrontation is sometimes necessary to clear the air. Honesty is the best policy. Less worry about hurting people’s feelings.

In collectivist cultures, saving face is very important. Maintaining harmony among group members is very important. Avoiding confrontation is important. One does not want to upset others, cause embarrassment or cause others to lose face.


NO YES

DISAGREE AGREE

Where there is a will, there is a way. A person can do anything if s/he tries hard enough.


NO YES

DISAGREE AGREE

What will be, will be.


FATALISM ACTIVISM

Self-determination negates the influence of fate and destiny. Parents tell their children they can be whatever they want to be when they grow up. There are few “givens” in live, and people have little sense of external limits. Lack of success would be an individual’s fault.

Fate and destiny are pre-determined or cannot be influenced by man.


NO YES

DISAGREE AGREE

Traditions should be protected and maintained at all costs.


TOLERANCE TO CHANGE & TAKING RISKS

AGE YOUTH-NEWNESS

Change is seen as good and strongly linked to development and growth. There is always opportunity for everyone. There is no risk or danger in change. Failure can only be temporary. Experimentation, trial and error are important ways to learn.

Change is a criticism of elders and ancestors. Traditions should be maintained out of respect. What has worked up until now is satisfactory. It is unsafe to take risks.


NO YES

DISAGREE AGREE

I bathe, wash my hair, wear deodorant and clean clothes everyday.


PERSONAL HYGEINE

Cleanliness and avoiding offending others is important. Availability of resources and views of sanitary conditions drive personal hygiene habits. Both a cultural and personal issue.

Personal hygiene habits are based on culture, climate, or resources.


NO YES

DISAGREE AGREE

When talking to someone, I stand as close as 15 inches.


NO YES

DISAGREE AGREE

I walk hand in hand with people of my same sex.


NO YES

DISAGREE AGREE

When I talk to people, they usually back away from me.


PERSONAL SPACE

Personal space is important. Usually 24” (an arm’s length) is tolerable or comfortable in many American cultural groups and settings.

Being physically close to people is the norm and is acceptable. Less space in society (urban, population), less personal space.


NO YES

DISAGREE AGREE

It is okay to be 5 minutes late to a meeting.


NO YES

DISAGREE AGREE

If I am late, I would not enter a

meeting or classroom.


NO YES

DISAGREE AGREE

It is important to build relationships by talking to colleagues at work. The amount of time it takes is not important, even if working under deadline.


TIME

Polychronic Monochronic

Time is given and people are the variables. The needs of people are adjusted to the schedule, deadlines, etc. Time is quantified, valued, and limited. A resource, like money. Time should not be wasted. People organize life based on projects & tasks on timelines.

Time is the servant of people, people should not be slaves to time. Time should be adjusted to meet the needs of people. More time is always available. You are never too busy. It is not necessary to finish one thing before starting another.


NO YES

DISAGREE AGREE

Arranged marriage is a good thing.


NO YES

DISAGREE AGREE

Decisions should be made by consensus.


Collectivist Individualist

One’s identity is what s/he make it. The needs of the individual are most important as providing for and taking care of oneself guarantees the success of the group. If the individual is strong and independent, the group will not be burdened. More distance emotionally. Choose to join groups, but group membership is not essential to identity or success.

One’s identity is a function of his/her place in a group or on a team. The survival of the group ensures the survival of the individual. Members are close. Harmony and interdependency is important.


NO YES

DISAGREE AGREE

I would invite the cleaning lady in our office to have lunch with me.


Vertical Horizontal

Organizational Structures

Power Distance -Management Styles

Managers appreciate input from all levels in the organization. Employees are encouraged to provide suggestions and feedback. Value egalitarianism. Expectations of equality.

Hierarchy in an organization or company is very important. One does not step out of his or her level. Decisions are made at the top.


NO YES

DISAGREE AGREE

American women are “easy”…like in the movies.


NO YES

DISAGREE AGREE

Making eye contact with someone means, “I am interested in more than friendship.”


NO YES

DISAGREE AGREE

Calling and emailing someone many times each day is a good way to tell them you really like them.


NO YES

DISAGREE AGREE

A: “Please go to dinner with me.”

B: “Oh, sure, that would be nice sometime, thank you.”

This means – “Yes, I want to go out with you.”


Power Relations

Gender Relations

Roles of Males & Females in Society

??

?


Male- Female Relations

Courtship-Dating-Sex-Marriage-Family

??

?

Know Yourself

If you are able to understand

yourself, your values, beliefs and behaviors…

you will better understand…

your reactions to others & their reactions to you.

This doesn’t prevent culture shock, but it does help you develop coping strategies when it

comes.

All journeys have secret destinations of which the traveler is unaware. – Martin Buber

Enjoy discovering the diverse American

culture(s) and yourself!

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Use your resources!!!

US Forest Service

International Programs

1099 14th Street, NW

Washington, DC 20005

www.fs.fed.us/global

Brenda Dean

202-219-9774

[email protected]

We’re here to help!

http://www.fs.fed.us/global

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Cross-cultural & Intercultural Connections USDA Forest Service International Programs March 2006.

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