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In 21st Century as Global Market is Shrinking... Cross Cultural Adaptation is a Must!

In 21st Century as Global Market is Shrinking... Cross Cultural Adaptation is a Must!

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Published by alrawahfff
Top Best Selling Marketing Graphics Toolkit V3 by Max !
http://www.warriorplus.com/linkwso/l93jrp/26174
Top Best Selling Marketing Graphics Toolkit V3 by Max !
http://www.warriorplus.com/linkwso/l93jrp/26174

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Published by: alrawahfff on Jan 10, 2012
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 ==== ====Top Best Selling Marketing Graphics Toolkit V3 by Max !http://www.warriorplus.com/linkwso/l93jrp/26174 ==== ====Introduction In 21st Century and in the era of Knowledge Based Industry when global market in shrinking crossculture adaptation is not only a MUST but is only a mantra to succeed. In my previous twoemployments, we had 15 and 24 nationals respectively from different countries and many of ourpeople from India go on Deputation to other countries and many of them face challenges to cope-up with the cultural change...behavioral change. Understanding Intercultural Sensitivity Why you need to go out, India is a country with "Diversity in Culture". This diversity is the result ofthe coexistence of a number of religions as well as local traditions. The beautiful temples of south India, easily identifiable by their ornately sculptured surface, in thedesert of Kutch, Gujarat, on the other hand, the local folk pit themselves against the awesomeforces of nature, in the extreme north is the high altitude desert of Ladakh, Local culture is visiblyshaped by the faith - Buddhism - as well as by the harsh terrain. With over one billion citizens, India is the second most populous nation in the world. It isimpossible to speak of any one Indian culture, although there are deep cultural continuities that tieits people together. In its quest for modernization, India has preserved its ancient civilization and never lost sight of theideals that gave her strength through countless centuries. Science and technology has beensteadily raising the living standard and prosperity of its people, but the nation of more than onebillion people - one sixth of humanity - continues to live with some of its traditional values that goback 4,000 years and more. See this synthesis of tradition and modernity on your India Travelitinerary. Developmental Model of Intercultural Sensitivity "Global diversity is the recognition and development of skills to deal with differences on bothinternational and domestic fronts." -Dr. Milton Bennett How can we help employees in our organizations succeed in an increasingly complex workplace?Our function is to clarify what cultural competence is and why it is needed, and to help employeesenhance understanding of their own culture, and increase their intercultural sensitivity andcompetence.In 1986, Bennett created the Developmental Model of Intercultural Sensitivity, which shows a
 
progression of stages people may go through in developing intercultural competency. Since then,he has partnered with Dr. Mitch Hammer of American University to develop the InterculturalDevelopment Inventory (IDI). (The inventory is a set of statements that allows an individual toassess his/her developmental stage of intercultural sensitivity according to the DMIS. This tool isvaluable because it measures people's ability to experience difference in relatively complex ways). Why there is Resistance...Tool to understand resistance Development of intercultural competence does not come without a struggle; some employees willprotest these efforts. Bennett's model helps us understand that the basic form of resistance is adefense response. People who respond to diversity efforts in this way are often moving from themodel's first stage of intercultural sensitivity, denial (a failure to recognize that cultural differencesexist) into the second stage, defense (recognition of differences). Often, people at this stage mayexpress concern about reverse discrimination. "Recognition of the fact that differences do existcarries a threat," he says. The reaction is to defend one's self. Bennett recommends listeningcarefully to the person's fears and to help them understand how the organization will continue toextend opportunities to this person's cultural group, even as efforts expand to include othercultural groups. The model predicts that as time goes by, people can move from defense (stage two) intominimization (stage three). "With minimization, there's more recognition that we're dealing withpeople that are different, but there's still resistance to that idea," Bennett explains. "The belief isthat somehow if we are more open in making sure that equal opportunity exists, everyone shouldbe grateful and follow a set of rules." Someone in this stage may say, "Why can't we all just beAmericans?" A person at this stage hopes that we will all converge into a single cultural position.Of course, this position assumes people are able and willing to shed their culture and take onAmerican culture. How to address backlash Bennett recommends several approaches to addressing backlash: ·Cultural Self-Awareness: Help employees develop cultural awareness, including (ifapplicable) identification of European American ethnicity versus stopping at a more specificcultural self-awareness (such as Italian or Irish). ·Recognition of Cultural Capital: Prepare employees to deal with issues of privilege in anon-threatening way. Help them to identify their own cultural capital (what it means to belong totheir own group and how that translates into institutional privilege). ·Establishing a Cultural Core: Facilitate an exploration of value commitment in the contextof intercultural relativity. In other words, we need to recognize that our values are culturally based. Then, we must developthe capability of working effectively with people with different values without feeling the need togive up our own values system. "I find that most diversity practitioners don't have the ability to dealwith this," He says. "[The tendency is to think] if there aren't any basic values, which by the wayare mine, how do we work and live ethically?"
 
 Bennett envisions this model extending beyond domestic to international diversity efforts. "Globaldiversity is the recognition and development of skills to deal with differences on both internationaland domestic fronts," says Bennett. Many organizations realize that diversity efforts involve on-going change strategies rather thanone-time training events. There is also a move toward coupling international and domestic diversity, and aligningintercultural competence with leadership development. "The danger [in these trends] of course isthat international issues may be seen as diffusing other important [domestic diversity] issues,"Bennett cautions. Our challenge, then, is to maintain the emphasis on domestic issues within thecontext of the larger global diversity effort. Stages of Intercultural Sensitivity In the '80's and 90's organizations have attempted to go beyond mere discrimination issues andeven to "celebrate diversity." However, celebration of diversity falls far short of what is needed foreffective collaboration between mainstream agencies and ethnic minority communities. Fororganizations or individuals to move beyond "celebration" to a real ability to work appropriatelywith cultural difference requires a planned sequence of development. Bennett describes six stages of development in intercultural sensitivity. The stages provide a goodframework for determining how to work with and improve the capacity for intercultural sensitivityand collaboration. Some of his stages of "cultural sensitivity" include behaviors or adaptations theauthors include under the definition of "cultural competence." 1. Bennett refers to the first stage of the model as "denial." It means that people in this stage arevery unaware of cultural difference. If mainstream agency staff are in this stage of interculturalsensitivity, a huge problem can be expected in the delivery of education, health, and socialservices for ethnic minorities, a gap that does currently exist when these groups are compared toAnglo Americans. The task for staff at this first stage of intercultural sensitivity is to recognizecultural differences that are escaping their notice. 2. Whereas in the first stage we do not "see" cultural differences, in the second stage of culturalcompetence we do perceive cultural differences; however, differences from ourselves or thenorms of our group are labeled very negatively. They are experienced as a threat to the centralityand "rightness" of our own value system. Bennett calls this stage "defense." 3. In the third stage of intercultural sensitivity, minimization, we try to avoid stereotypes and evenappreciate differences in language and culture. However, we still view many of our own values asuniversal, rather than viewing them simply as part of our own ethnicity. The task at the third levelof intercultural sensitivity is to learn more about our own culture and to avoid projecting that cultureonto other people's experience. This stage is particularly difficult to pass through when one cultural group has vast andunrecognized privileges when compared to other groups. This problem is so invisible that personsin mainstream agencies are often mystified when representatives of ethnic minorities consistently

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