Aug 09

Ramadan is without a doubt one of most important Muslim celebrations. One of the five pillars of Islam, Ramadan occurs during the ninth month of the Islamic calendar which is calculated according to the moon. This is why this 30 days long celebration takes place at a different time each year.

Ramadan is mainly a time of worship and closeness with God. Most people associate Ramadan with a time when Muslims fast from dawn until dusk. Muslims believe this fasting helps them to clean their soul and allows them to practise self control, sacrifice and empathy.

Ramadan is also a time for prayer. Each night 1/30 of the Qur’an is read so that the whole holy book is completed by the end of the month. Generosity is emphasised as well and Muslims are strongly encouraged to act like the prophet Muhammad who, according to the Qur’an, was “as generous as the blowing breeze”.

While some adjustments are made for young children, pregnant women or elderly people, all Muslims are expected to respect the fast and other aspects of the celebrations. Severe punishments can be imposed against people who eat, drink or behave improperly during this period in some strict Muslim countries.

Ramadan is not merely a religious celebration, rather it impacts all aspects of a Muslim’s life for 30 days. In most Islamic countries or nations counting a large Muslim population, the whole social and economic life is affected during Ramadan. Shops have different opening hours and will usually close during the afternoon and reopen during the evening. The same goes for many companies who tend to change their working hours and avoid scheduling important meetings during this period of the year.

Night life activity also increases during the month of Ramadan which often results in a lower performance rate during the day. In fact, the Arab World Institute based in Cairo published a survey showing that employee productivity decreases by 73.3% during the month of Ramadan. Absenteeism also rises as fasting and eating large portions of food once per day can create illness or digestive disorders.

Holy Koran Adem Demir i Ramadan Mubarak! – A Month to Celebrate

© istockphoto.com/Adem-Demir

 

Investors doing business in countries that observe Ramadan need to be aware of these elements when doing business with Muslim counterparts and avoid scheduling meetings during inappropriate hours of the day. International assignees living in Arabic countries must also adapt. Even if they are not obliged to fast, they should eat behind closed doors and avoid any disrespectful behaviour that might offend Muslims.

It is not only in Arab countries where you need to acknowledge the impact of Ramadan on professional and personal spheres. Muslim employees working in western countries also fast and celebrate the Ramadan traditions. Managers should be aware of this fact to avoid critical incidents or cultural insensitivity. Organising important business lunches or company events with food and drinks in the middle of the day during Ramadan for instance can put Muslims in uneasy or frustrating situations that can damage your business relationship with them.

Cross cultural awareness training programmes such as Living and Working in Saudi Arabia or Doing Business in the Middle East can help managers, international assignees and employees to have a better understanding of their Muslim counterparts. Training is tailored to provide the cross cultural tools and strategies required to deal with and fully understand Ramadan and its impact on business.

If you want to impress your Muslim counterparts by acknowledging this important time of the year, you can now purchase cards (even e-cards for the tech savvy) with Ramadan greetings. Showing your interest in this holiday is a great way to build relationships with Muslim counterparts and colleagues.

Ramadan Mubarak (a blessed Ramadan) to you all!

© Communicaid Group Ltd. 2010

May 10

Name: Milton Bennett

Nationality: American

Known for:

  • Creator of the Developmental Model of Intercultural Sensitivity
  • Co-founder of the Intercultural Communication Institute and Director of the Intercultural Development Research Institute

Key Publications:

  • American Cultural Patterns: A Cross-Cultural Perspective (Co-author 1991) ME: Intercultural Press
  • Basic Concepts of Intercultural Communication: A reader. (Ed. 2007) ME: Intercultural Press
  • Handbook of Intercultural Training (Eds. 2004) Thousand Oaks: Sage

Dr Milton Bennett has been involved in the intercultural field since 1967. He is co-founder of the Intercultural Communication Institute and Director of the Intercultural Development Research Institute. He has a PhD from the University of Minnesota in intercultural communication and sociology, an MA in psycholinguistics from San Francisco State University and a BA from Stanford University. Apart from intercultural communication his interests focus on empathy and consciousness studies.

One of Bennett’s greatest achievements was to create the Developmental Model of Intercultural Sensitivity in 1986. The model shows a progression of stages people may go through in developing intercultural competence and has been used in many cross cultural awareness training courses such as Communicaid’s Developing Global Competence.

Read our recent blog article to find out more about one of Bennett’s key intercultural theories: Cross Cultural Theory: Developmental Model of Intercultural Sensitivity

© Communicaid Group Ltd 2010

Apr 26

A number of scholars and experts have tried to explain the impact of cross cultural differences on people’s behaviour to help reduce the intercultural risks of international business. Dr. Milton Bennett, co-founder of the Intercultural Development Research Institute, believes that the more experience a person has with cultural differences the more that person will develop intercultural competence, becoming more effective when working across cultures.

According to Bennett’s Developmental Model of Intercultural Sensitivity (DMIS), there are six stages on this path to developing intercultural competence, each characterised by certain perceptions and behaviour towards the “own” and the “other” culture.

As the graphic below illustrates the main change along the line of intercultural competence occurs from ethnocentrism to ethnorelativism. In other words, from an understanding of your own culture as being superior to an understanding of your own culture as equal in value and complexity to any other culture.

DMIS 425x167 Cross Cultural Theory: Developmental Model of Intercultural Sensitivity

Cross Cultural Theory: Developmental Model of Intercultural Sensitivity

Each of the six phases of Bennett’s Developmental Model of Intercultural Sensitivity are described in more detail below:

Denial: When in this first stage, individuals refuse all interaction with other cultures and show no interest in discovering cultural differences. They may also act agressively during cross cultural situations.

Defense: In this stage, individuals consider all other cultures to be inferior to their own culture and will constantly criticise behaviour or thoughts by someone from another culture.

Minimisation: When this stage is reached, individuals will start believing that all cultures share commom values. They will also minise any cultural dfferences by correcting people to match their expectations.

Acceptance: At this stage, individuals may still judge other cultures negatively but they will tend to recognise that cultures are different and they may become curious about cultural differences

Adaptation: During this stage individuals gain the ability to adapt their behaviour more easily and effectively by intentionally changing their own behaviour or communication style.

Integration: This stage tends to only be achieved by long term expatriates living and working abroad or Global Nomads. In this stage, individuals instinctively change their behaviour and communication style when interacting with other cultures.

Progressing from ‘Ethnocentrism’ to ‘Ethnorelativism’ on the scale takes time, yet it is vital for the success of any business person working in what is an increasingly global economy. Becoming more interculturally sensitive can be achieved through a combination of first hand experience with other cultures and participation on intercultural training courses like Effective Global Leadership or Doing Business in India.

While the final stage ’integration’ is seldom reached, a combination of experience living and working in other countries and taking part in tailored intercultural training courses allows global business people to reach the ‘adaptation’ stage, acquiring a high level of intercultural competence that will ensure they are successful working internationally.

© Communicaid Group Ltd. 2010

Apr 13

‘Culture shock’ is a widely tackled issue in cross cultural and intercultural training programs as it can have a huge impact on the international business community. In its broadest sense most people understand that culture shock can occur to an international assignee on their arrival in a new culture or to a short-term business traveller during their time in another culture. While culture shock is a widely understood concept, people tend to be less familiar with the concept of ‘reverse culture shock’, the condition which can affect international assignees or business travellers arriving back to their home culture after a prolonged period spent living and working in another culture.

When we think of returning home after time spent abroad, we don’t automatically think there might be problems or obstructions to our readjustment. We might not even think we’ll need to readjust at all – after all, we are returning back home!

Whilst abroad there is the tendency to think that life at home has stood still, that nothing has moved on and that our friends’ and family’s lives have carried on as usual. However, when we get back to our home culture, we often find the opposite has happened. Life has moved on, and we have missed it. Even seemingly trivial things such as television can have an impact on our mood and feelings.

What is more, there is often the expectation that when we return from an extended period abroad, people will want to sit and listen to our stories. This however is often not the case. People might take a passing interest, but the truth is that if they have never had a similar cross cultural experience they will not typically appreciate your situation and may be uninterested in what you did during your time away. This can cause you to either become frustrated, despondent or repress the memories of your time away.

Though you may not realise this, while things have changed at home, you too have changed over the course of your assignment so remember this. You have spent time away from what you know, from the familiar and have been transplanted into the unfamiliar. This will affect you on returning and readjustment to your home culture.

If you are preparing your return from an extended cross cultural experience living or working in another culture, here are some tips to help you deal with the effects of reverse culture shock:

  • Plan in advance and make sure you prepare for your homecoming in the same way you did for your departure.
  • Be aware that things will have moved on and will not have stayed exactly as you left them. If you are prepared for this, then you will not be so surprised by the reality of your return.
  • Find people with similar experiences of living abroad in the same or other culture, with whom you can share stories about your international assignment or travels.
  • Be aware that the business may not recognise or understand what skills you have developed or the knowledge you have gained while living or working abroad. Try to set up meetings with your manager or team to help them harness your new competencies and awareness.
  • If you have family, be aware of the impact your return can have on them. Be sure to set aside time when you can reminisce on your experiences together and talk about how the adjustment process is going.
  • Make occasional trips back to the other culture so you don’t lose touch with it.

While general tips like the above are useful, the effects of reverse culture shock can be as diverse and profound as your experience abroad. No person is the same and we all assimilate and react to different situations in our own way. Communicaid has long recognised this and developed a highly tailored and blended approach to intercultural and cross cultural training to help individuals deal with the complexity of reverse culture shock.

Communicaid’s cross cultural training programs for repatriation provide individuals returning from an extended international experience with skills and strategies to re-assimilate as effectively and smoothly to their home culture. Repatriation Training examines the potential cultural, social and work challenges of returning to your home culture. These cross cultural awareness training programs also provide practical information on recent home country changes and developments and strategies for reintegrating into the organisation. By providing repatriation training to your employees and their families, you can ensure a higher retention and satisfaction rate resulting in improved performance for the organisation.

©  Communicaid Group Ltd. 2010

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