Working with Groups → Working with different cultures

Working with different cultures

Disasters bring people from very different cultures together in difficult circumstances.

Visible differences: gender, race, ethnicity, nationality, religion, ability, age, economic status, political allegiance, class, caste.

Invisible roots: beliefs, values, perceptions, expectations, attitudes, assumptions.

Patterns of cultural difference

How status, relationships and communication can differ
The differences below are neither right nor wrong – just different understandings.
Status based on competence and position, truth based on logic.		Status based on personality and connections
Equitable treatment is more important than dress / conduct		Dress code / conduct mark respect
Formal / written communications, rule compliant and consistent uniform procedures.		Informal / verbal communication, judgements based on individual circumstances not standards / rules
How organisation and timekeeping can differ
Goal orientated		Orientated to people and nature.
Predictive, reasoned planning, action and system orientated		Intuitive flexible planning, relationship and context orientated.
Punctuality is valued and respectful		People are valued more than time.
Knowledge and information shared		Knowledge is used as power
How management style and performance are measured
Decisions determined through division of tasks and responsibilities.		Decisions made through personal interaction and ‘authority’ figures.
Management by objectives.		Management through relationships
Criticism, appraisal and ideas are a part of professional conduct.		Criticism, appraisal and ideas are considered highly personal and can be taken as offensive
Consider carefully … Eye contact: can be important in building trust or seen as disrespectful or offensive Greetings: how and when to greet people appropriately e.g. shaking hands is not always appropriate, especially between men and women; expected greetings before any exchange? Opening and Closing Conversations: who addresses whom when and how, and who has the right, or duty, to speak first; how to conclude conversation/meetings Taking Turns During Conversations: take turns in an interactive way OR listen without comment or immediate response, as seen as a challenge or a humiliation. Interrupting:: interruption may be the norm, particularly among equals, or among men OR might be mistaken for argument and hostility. Use of Silence: silence before a response seen as thoughtfulness and deference to the speaker OR at other times, may be a sign of hostility. Appropriate Topics of Conversation: speaking openly about money or intimate family issues may be seen as vulgar. Use of Humour: may build immediate rapport OR be a sign of disrespect . Knowing How Much to Say: get straight to the point OR much preamble and wrap-up. Age and social standing can influence how much is appropriate to say. Sequencing elements during conversation: the right question, asked in the right way, but asked too soon or too late, according to custom, can highly influence subsequent behaviour. Adapted from © 2003 A. J. Schuler, Psy.D. www.SchulerSolutions.com