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Intercultural Competence

Intercultural Competence. Chad Chmura , Tyler Bussey , Tom Skehan , Sean Curley, Evan Clarke. High Context – Low Context.

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Intercultural Competence

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  1. Intercultural Competence Chad Chmura, Tyler Bussey, Tom Skehan, Sean Curley, Evan Clarke

  2. High Context – Low Context • High context communication is marked by internalized, physical communication; low context is more explicit, direct, and stated.  High context tends to see the long view of a situation or relationship, and acts according to long-term interests, whereas low context takes a short-term view, dealing with the present situation.  In kind, high sees situations as interconnected with the relationships at hand, while low sees those issues as extricable from personal ties.  Low cares more about factual arguments, high cares more about principles as a basis for resolution.  High is also less interested in risks and confrontation, but in honor and reputation.  Low is the opposite. • http://www.youtube.com/watch?v=8tIUilYX56E

  3. Polychronic – Monochronic • Polychronic cultures see time as more fluid and circular and less regimented or strict.  time is not sacred, relationships are.  in Monochroniccultures, time is money, time can be wasted.  ”The schedule is sacred."

  4. Collectivism – Individualism • Individualism is connected with societies in which ties between people are loose, and people are expected to provide for themselves or a group of people close to him or herself. • Collectivism is associated with people tied together who are expected to provide for others, such as hunter and gatherer tribes where everyone is rationed the same amount of meat.

  5. Femininity – Masculinity • Masculinity vs. Femininity - this refers to the idea that there is a distribution of roles within a culture, based on gender. Women in feminine cultures have modest, caring values,  while women in masculine countries tend to be more competitive and assertive.

  6. Uncertainty Avoidance • Uncertainty avoidance - deals with how a society deals with uncertainty and ambiguity. Uncertainty avoiding cultures try to avoid or minimize unknown or surprising situations through laws rules and security measures. People within these cultures tend to be more emotional and motivated by inner nervous energy. On the other hand, people in uncertainty accepting cultures tend to accept different opinions more readily. • http://www.youtube.com/watch?v=noUyaoGlvBg

  7. Power Distance • Low power distance describes how some in some cultures people are seen more as equals and their inputs and needs are valued and used in decisions that reflect a whole society.  In high power distance countries authority is taken as the truth and the ideas and laws of the elite must be followed by the everyday people who can make up the vast majority of the culture or country.  Examples are peasants who follow the rule of a king, or citizens of America's middle or lower classes who are sometimes forced to follow unconstitutional laws and acts, such as the Patriots Act, because those who consider themselves of a higher authority are in control.

  8. Long-Term Orientation / Short-Term Orientation • Long-Term Orientation (LTO) is the fifth of Hofstede’sCultural Dimensions, most recently calculated by Hofstede and Minkov in 2010, using data from a 2007 survey. Long-term oriented societies value virtues aimed towards future goals, such as thrift, perseverance and adaptation. China scored the highest in terms of LTO, followed by Taiwan, Japan and Vietnam. Short-term oriented societies, in contrast, tend to value virtues that deal with the past or present, such as respecting traditions, fulfilling social obligations and preserving one’s image. Pakistan had the lowest LTO score and thus exhibits STO traits the highest of those countries that were scored. Canada, Norway and the United States also ranked low on the LTO scale. This data is particularly important to the business world. Those that score low on the STO scale must be careful to avoid attempts at imposing rigid progress milestones on their LTO business partners, as this is inconsistent with their culture and may cause a breakdown in communication.

  9. References • http://wikiofscience.wikidot.com/science:geert-hofstede-cultural-dimensions • http://www.colorado.edu/conflict/peace/example/cohe7517.htm • http://www.geerthofstede.nl/culture/dimensions-of-national-cultures.aspx • http://www.tandfonline.com/doi/full/10.1080/13602381003637609 • http://daniel-workman.suite101.com/trade-culture-time-horizons-a42839

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