Презентация на тему Intercultural training

always successful.

For example, studies have found that between

16 and 40 percent of all expatriate managers who are given foreign assignments end these assignments earlier than expected because of their poor performance or their inability to adjust to the foreign environment (Baker & Ivancevich, 1971; Black, 1988; Dunbar & Ehrlich, 1986; Tung, 1981),
and
as high as 50 percent of those who do not return early function at a low level of effectiveness (Copeland & Griggs, 1985).

the costs of failure are high, and they often

are.
For example, studies have estimated that the cost of a failed expatriate assignment is an amount from $50,000 to $150,000 (Copeland & Griggs, 1985).

employees worldwide, such costs can easily reach into the

tens of millions of dollars.
In fact, Copeland and Griggs (1985) have estimated that the direct costs to U.S. firms of failed expatriate assignments is over $2 billion a year, and this does not include unmeasured losses such as damaged corporate reputations or lost business opportunities.

anxiety. Knowledge reduces uncertainty

Watch different perspectives: perception explains behaviour

Their interests: watch for differences: seek similarities: interpret what are their interests

Categories: we need finer distinctions: over-simplification is root of false stereotyping

+intercultural competence

training as formal efforts to prepare people for more

effective interpersonal relations and for job success when they interact extensively with individuals from cultures other than their own (Brislin & Yoshida, 1993).

cross-cultural training facilitates more effective cross-cultural interactions.

information on values, practices, and assumptions
self-specific information that identifies

one’s own cultural paradigm

programs, in which trainees must respond to scenarios of

specific situations in a particular country.

phase
(4) Adjusted phase

Selmer, J., Torbiorn, I., & de Leon,

C. T. (1998). Sequential cross-cultural training for expatriate business managers: predeparture and post-arrival. International Journal of Human Resource Management, 9(5), 831-840

of individuals restricts the in-depth understanding of a particular

culture not yet experienced, simply because the cross-cultural context is not a priori of great salience.

abstraction and recall later in practice the new social

skills.
Pre-departure programmes could focus instead on essential information on local conditions.
Training material should include didactic exposure to the cross-cultural adjustment process, underlining the normal and constructive phases that emerge after the initial strains of culture shock.

arrival in the host country, expatriates are caught up

in hectic familiarization and difficult socialization (Selmer, 1995b).
If encouraged to take time off to participate in post-arrival training, the trainees themselves would suggest many of the concerns to be discussed.

immediately after arrival should enhance cultural awareness and lower

ethnocentrism.
Culture-contrast methods would be the most appropriate to highlight similarities and differences in the fundamental values and characteristics of home and host cultures (cf. Stewart and Bennett, 1991; Althen, 1988).

is likely to be most effective when the expatriate’s

reliance upon home-culture views has weakened and openness to the new culture has heightened.

cross-cultural training would be most effective.
The training during

this period should facilitate cognitive restructuring by providing explanations of actual cross-cultural experiences.
Exercises should elicit experimentation with new behaviours which could develop into interpersonally effective performance on the job.

another suitable period for cross-cultural training, but with a

different focus. The training at this phase should focus on ‘learning by doing as the host-culture members do’.
Culturally sensitive skills would be efficiently learnt by actual practice on the job, which in turn would provide trainees with objective reactions from significant others.

learning occurs through structured or unstructured situations for interaction

between trainees and host nationals and/or experienced expatriates.

Long-term effects of training at the conformist phase are probable, due to the immediacy of application. The immediate transfer of learning to practice reinforces the behavioural skills, such that cross-cultural competencies are quickly incorporated in the personal repertoire of conduct (Sorcher and Spence’s, 1982).

proven. A good overview of studies and some aspects

of the effectiveness of this training can be found in the below presented paper:

J. Stewart Black and Mark Mendenhall. «Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research» / The Academy of Management Review, Vol. 15, No. 1 (Jan., 1990), pp. 113-136.

and Stephan (2001), the psychological processes which lead to

increasing intercultural (cross-cultural) competence include two corresponding dimensions:

(i) active versus passive processes and
(ii) affective versus cognitive processes

These two dimensions were adapted in the TIC in order to classify the psychological processes addressed by the training (see Table).

C.W. Stephan / International Journal of Intercultural Relations 37

(2013) 277– 286)

Stage I: Select the cultures or subgroups involved in the program.
Stage II: Establish the goals of the program.
Stage III: Choose relevant theories of culture, culture change, and adaptation.
Stage IV: Select specific psychological and communication
processes based on the goals and theory.
Stage V: Select techniques and exercises that will activate these processes.
Stage VI: Evaluate the effectiveness of the program and the processes by which these outcomes occurred.

in the program
Select the cultures or subgroups involved in

the program. To design effective programs, the program designers must be knowledgeable about the cultures and groups involved, the elements of these cultures, their histories, and the history of relationships between these cultures.

the goals of the program involved. In the past,

the goals of intercultural education and training programs were sometimes stated vaguely, the idea being to improve intercultural relations or increase some combination of knowledge, understanding, and skills. These are fine ideas, but they are too broad to be workable goals.
As a field, we are now in a better position to be specific about our goals. This point is exemplified by the types of programs that are currently being developed.

a field, we are now in a better position

to be specific about our goals. This point is exemplified by the types of programs that are currently being developed.
For example, programs are now designed to promote co-existence, immigrant /resident relations, conflict resolution, reconciliation, social justice, and intergroup peace. Intercultural education and training programs also have been developed that have even more narrowly defined goals such as increasing empathy, reducing intergroup anxiety, reducing stereotypes and prejudice, and improving non-verbal communication skills.

change, and adaptation
Choose theories of culture and cultural change

that are relevant to achieving these goals. Culture is simply too complex to understand without the organizing principles provided by theory. At the broadest level, such theories take a comprehensive view of culture. These theories include the cultural dimensions (Hofstede, 2001; Triandis, 1995), values (Schwartz, 2006), and trait approaches (Church, 2009), as well as activity theory (Cheung, van de Vijver, & Leong, 2011; Ratner, 2008), evolutionary theory (Buss, 2001; Mesoudi, 2009), social representation theories (Moscovici, 1984; Wagner et al., 1999), and the indigenous culture approach (Kim, 2000), among others.

change, and adaptation
Likewise, there are many theories of intergroup

relations that are relevant to intercultural education and training programs.
They include social identity theory (Tajfel, 1978),
realistic group conflict theory (Jackson, 1993; LeVine & Campbell, 1972),
contact theory (Pettigrew & Tropp, 2006),
intergroup threat theory (Stephan, Ybarra, & Rios Morrison, 2009).

based on the goals and theory
Based on the goals

selected and the relevant theories and empirical research, the next step is to decide how to achieve these goals.
In the past, this step would have consisted of the selection of techniques, exercises, simulations, written materials, etc. that were expected to achieve these goals. Now, however, we can add a crucial step. We can use research to specify the psychological and communication processes that will lead to the outcomes we desire from our intercultural education and training programs.

based on the goals and theory
For example, we can

activate cognitive processes such as analytical thinking, perspective taking, cognitive dissonance, self-regulation, recategorization of group boundaries, or processes to counteract attribution biases. Similarly, affective processes such as emotional empathy, positive intercultural emotions, and reducing intergroup anxiety can be created.
With respect to communication, processes such as effective listening skills, openness to others’ views, displaying culturally appropriate non-verbal behaviors, communicating understanding, or responding effectively to intercultural misunderstandings could be set in motion.

activate these processes
With the chosen psychological and communication processes

in mind, select the techniques, exercises, and materials that will activate these processes.

activate these processes
If reducing intergroup anxiety is the process,

we know that intergroup contact, particularly under the conditions specified by Allport (1954), reduces intergroup anxiety, which then leads to more positive attitudes toward the other group (Pettigrew & Tropp, 2008; Turner, Hewstone, Voci, & Vonofakou, 2008).

by asking each other ‘What do you want to

get out of the workshop?’ to check whether the workshop marketing has given correct or misleading information regarding the scope of the workshop.

either too big or too esoteric to be covered in

the workshop. It is best if the facilitator does not immediately tell a person in front of the group ‘We cannot cover this’, but waits until all items have been listed.
Then, it is helpful to clarify if some ‘expectations’ are beyond the scope of the workshop and available time. In this way the person who requested an item that is not to be covered does not ‘lose face’, as the items listed have been depersonalized.

and the processes by which these outcomes occurred.
Evaluate the

effectiveness of the program, assessing not only outcomes but also the processes by which these outcomes were achieved.
This is an absolutely necessary step, without which knowledge cannot be accumulated and forward progress will not be made.

(ICSI)
Bhawuk and Brislin (1992) developed a scale to measure

intercultural sensitivity by examining
people’s understanding of the different ways they can behave, depending upon whether they are interacting in an individualistic or a collectivist culture,
their open-mindedness concerning the differences they encounter in other cultures, and
their flexibility concerning behaving in unfamiliar ways that are called upon by the norms of other cultures. The Intercultural Sensitivity Inventory is a 46-item scale that was developed and tested among participants at the East-West Center in Hawaii and among graduate students in an MBA program who were contemplating careers in international business.
The instrument was found to have adequate reliability and validity.

(1992), to measure generic reaction to tap participants’ opinions

about the training.
These included:
“I knew everything that was a part of the training,”
“The training was a waste of time,”
“I think the program was much too short,”
“I enjoyed the training program very much”
“I would tell my friends to avoid such a training program,”
“I enjoyed learning at my own pace.”

These items measure the opinion of the participants about training program.

as a measure of behavioral change.

In this task,

participants are required to interact in the capacity of a manager with a Japanese worker, who was a confederate. The interaction is analyzed by using the five-item criteria recommended by Harrison (1992). These items measure the extent to which a participant would show personal concern, reduce conflict, maintain harmony, emphasize group consensus, and solicit employee input.

as a measure of behavioral change.

By examining the

audio or video taped interactions, two or more judges can rate each of the participants’ conversation with the confederate on a five-point Likert scale for each of the five criteria of personal concern, reducing conflict, and so forth. It is recommended that the judges discussed their ratings, and to achieve a consensus rating for each of the interactions. This procedure of obtaining a consensual rating for an interaction task has been recommended by Latham and Saari (1979) since it avoids the mechanical calculation of the average of the independent ratings.

key scenes, events, conversations? - What did the group achieve?
-

Which parts were unclear?

What was the high point/the low point? - Where did

you struggle most? - What image/s might capture the emotional tone/s of the day?

were your key insights?

work, home or community life? - What would you need

to adapt to your culture? - Is there any unfinished business that needs to be addressed today? - What changes do you suggest for today/the rest of the course?