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19 Cards in this Set
- Front
- Back
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Model Cross-Cultural Competence
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Three key parts Knowledge, Motivation, Learning Approaches |
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Culture
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The creation, maintenance, and transformation across generations of semi-shared patterns of meaning, sense-making, affiliation, action, and organization by groups |
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Domains of Culture
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Broad categories under which humans commonly organize cultural knowledge, beliefs, values, and behavior |
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Ethnocentrism
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The human tendency to negatively judge others' culture, beliefs, and values against one's own, thereby limiting the ability to understand others, and often leading to ranking of cultures as superior or inferior |
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Cultural Relativism
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Occurs when the beliefs and practices of one culture may not agree with other cultures Oftentimes, beliefs and differences are unique to their various cultures and based on the situation |
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Cross-Cultural Competence (C)
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The ability to quickly and accurately comprehend, then appropriately and effectively act across all cultural environments without necessarily having prior exposure to a particular group, region, or language
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Holism
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All aspects of culture are connected to other aspects, although the relationships between aspects of culture vary from group to group |
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Worldview
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Overall perspective from which one sees and interprets the world Collection of beliefs about life and the universe held by an individual or group |
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OODA Loop
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OODA applies to any two-sided conflict |
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Paralanguage |
Non-verbal elements of speech including tone, rate, pitch and pauses
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Power Distance
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Reflects a culture's attitude towards human inequality which defines itself inside organizations through a manager subordinate relationship |
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Ultimate goal of 3C is:
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to achieve influence in your unit, coalition partners, third country nationals, local inhabitants, or adversaries |
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Iceberg Analogy
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System & Structures (More than meets the eye) Beliefs & Values (Deep) |
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Birdsall's 11 Maxims
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2. People Display Core Values in the Built Environment 3. everything and Everyone is Connected to Everything and Everyone Else 4. Resources are Desired 5. Location Provides Benefits and Burdens 6. Change Happens 7. Different things Change at Different Rates 8. Convictions are Necessary, but Often Overvalued 9. Convictions are Artificial and Mutable 10. Things look different up close 11. None of the Maxims function Alone |
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High Context Communication
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Relationship based, feelings,
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Low Context Communication |
Americans. Just business. No feelings
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In a pre-deployment training, seminar, MSgt Stalk hears the briefer say, "We must have the ability to quickly and accurately comprehend, then appropriately and effectively act across all cultural environments with out necessarily having prior exposure to a particular group, region, or language." The briefer's comments BEST explain ________. |
Cross-Cultural Competence
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MSgt Hill tells his replacement, "just so you are aware, this culture really likes to get close when they talk to you and they will touch you on the shoulder or forearm at the same time. Never break eye contact when talking to them because it is considered a sign of disrespect. I did not figure this out until a few weeks into my time here, but once I did, it really helped me get things done." The scenario BEST illustrates the importance of a SNCO understanding ____________. |
Nonverbal Communication
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During a routine search of a home in the local village, SGM Tile notices one of his soldiers standing on a prayer rug. SGM Tile immediately tells the soldier to get off the rug. Through the interpreter, SGM Tile apologizes to the head of household and has the soldier do the same. Because of SGM Tile _______, his actions will MOST likely _______ mission effectiveness. |
Demonstrated cross cultural competence; enhance
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