1.6 Intercultural Competence
Working with Others
How can you prepare to work with people from cultures different than your own? Start by doing your homework. Let’s assume that you have a group of Japanese colleagues visiting your office next week. How could you prepare for their visit? If you’re not already familiar with the history and culture of Japan, this is a good time to do some reading or a little bit of research online. If you can find a few English-language publications from Japan (such as newspapers and magazines), you may wish to read through them to become familiar with current events and gain some insight into the written communication style used.
Preparing this way will help you to avoid mentioning sensitive topics and to show correct etiquette to your guests. For example, Japanese culture values modesty, politeness, and punctuality, so with this information, you can make sure you are early for appointments and do not monopolize conversations by talking about yourself and your achievements. You should also find out what faux pas to avoid. For example, in company of Japanese people, it is customary to pour others’ drinks (another person at the table will pour yours). Also, make sure you do not put your chopsticks vertically in a bowl of rice, as this is considered rude. If you have not used chopsticks before and you expect to eat Japanese food with your colleagues, it would be a nice gesture to make an effort to learn. Similarly, learning a few words of the language (e.g., hello, nice to meet you, thank you, and goodbye) will show your guests that you are interested in their culture and are willing to make the effort to communicate.
If you have a colleague who has traveled to Japan or has spent time in the company of Japanese colleagues before, ask them about their experience so that you can prepare. What mistakes should you avoid? How should you address and greet your colleagues? Knowing the answers to these questions will make you feel more confident when the time comes. But most of all, remember that a little goes a long way. Your guests will appreciate your efforts to make them feel welcome and comfortable. People are, for the most part, kind and understanding, so if you make some mistakes along the way, be kind to yourself. Reflect on what happened, learn from it, and move on. Most people are keen to share their culture with others, so your guests will be happy to explain various practices to you.
Improving Intercultural Competence
One helpful way to develop your intercultural communication competence is to develop sensitivity to intercultural communication issues and best practices. From everything we have learned so far, it may feel complex and overwhelming. The Intercultural Development Continuum is a theory created by Mitchell Hammer (2012) that helps demystify the process of moving from monocultural approaches to intercultural approaches. There are five steps in this transition:
1. Denial: Denial is the problem-denying stage. For example, a well-meaning person might say that they pay no attention to race issues because they themselves are “colour blind” and treat everyone the same, irrespective of race. While on the surface this attitude seems fair-minded, it can mean willfully blinding oneself to very real cultural differences. Essentially, not much sensitivity or empathy can be present if one denies that cultural differences actually exist. This is a monocultural mindset. When there’s denial in organizations, diversity feels ignored.
2. Polarization: Polarization is the stage where one accepts and acknowledges that there is such a thing as cultural difference, but the difference is framed as a negative “us versus them” proposition. This usually means “we” are the good guys, and “they” are the bad guys. Sometimes a person will reverse this approach and say their own culture is bad or otherwise deficient and see a different culture as superior or very good. Either way, polarization reinforces already-existing biases and stereotypes and misses out on nuanced understanding and empathy. It is thus considered more of a monocultural mindset. When polarization exists in organizations, diversity usually feels uncomfortable.
3. Minimization: Minimization is a hybrid category that is really neither monocultural nor intercultural. Minimization recognizes that there are cultural differences, even significant ones, but tends to focus on universal commonalities that can mask or paper over other important cultural distinctions. This is typically characterized by limited cultural self-awareness in the case of a person belonging to a dominant culture, or as a strategy by members of non-dominant groups to “go along to get along” in an organization. When dominant culture minimization exists in organizations, diversity feels not heard.
4. Acceptance: Acceptance demonstrates a recognition and deeper appreciation of both their own and others’ cultural differences and commonalities and is the first dimension that exhibits a more intercultural mindset. At this level, people are better able to detect cultural patterns and able to see how those patterns make sense in their own and other cultural contexts. There is the capacity to accept others as being different and at the same time being fully human. When there is acceptance in organizations, diversity feels understood.
5. Adaptation: Adaptation is characterized by an ability not only to recognize different cultural patterns in oneself and other cultures but also to effectively adapt one’s mindset or behaviour to suit the cultural context in an authentic way. When there is adaptation in organizations, diversity feels valued and involved.
Activity 1.2 | Improving Intercultural Competence
The first two steps out of five reflect monocultural mindsets. According to Hammer (2009), people who belong to dominant cultural groups in a given society or people who have had very little exposure to other cultures may be more likely to have a worldview that’s more monocultural. But how does this cause problems in interpersonal communication? For one, being blind to the cultural differences of the person you want to communicate with (denial) increases the likelihood that you will encode a message that they won’t decode the way you anticipate, or vice versa.
For example, let’s say culture A considers the head a special and sacred part of the body that others should never touch, certainly not strangers or mere acquaintances. But let’s say in your culture, people sometimes pat each other on the head as a sign of respect and caring. So you pat your culture A colleague on the head, and this act sets off a huge conflict. It would take a great deal of careful communication to sort out such a misunderstanding, but if each party keeps judging the other by their own cultural standards, it’s likely that additional misunderstanding, conflict, and poor communication will transpire.
Using this example, polarization can come into play because now there’s a basis of experience for selective perception of the other culture. Culture A might say that your culture is disrespectful, lacks proper morals, and values, and it might support these claims with anecdotal evidence of people from your culture patting one another on the sacred head! Meanwhile, your culture will say that culture A is bad-tempered, unintelligent, and angry by nature and that there would be no point in even trying to respect or explain things them. It’s a simple example, but over time and history, situations like this have mounted and thus led to violence, war, and genocide.
According to Hammer (2009), the majority of people who have taken the IDI inventory, a 50- question questionnaire to determine where they are on the monocultural–intercultural continuum, fall in the category of minimization, which is neither monocultural nor intercultural. It’s the middle-of-the-road category that on one hand recognizes cultural difference but on the other hand simultaneously downplays it. While not as extreme as the first two situations, interpersonal communication with someone of a different culture can also be difficult here because of the same encoding/decoding issues that can lead to inaccurate perceptions. On the positive side, the recognition of cultural differences provides a foundation on which to build and a point from which to move toward acceptance, which is an intercultural mindset.
There are fewer people in the acceptance category than there are in the minimization category, and only a small percentage of people fall into the adaptation category. This means most of us have our work cut out for us if we recognize the value—considering our increasingly global societies and economies—of developing an intercultural mindset as a way to improve our interpersonal communication skill.