Inclusive communication & collaboration

superdiversity

superdiversity

Interdynamic

some part of identity pops up more/you relate to more than the other (ex feeling more student in sep than in July)

Intersectional discrimination

a structured form of discrimination based on race and gender

Identity markers

characteristics that have meaning to us and the society in which we exist (age, religion,.)

Intersectionality

intersection of identity markers (being a girl + a student + a daughter …)

Intersectional thinking

being aware of how different parts of someone’s identity affect each other

Culture

Culture refers to habits of a social group

(culture onion metaphor)

Equality vs equity

Equality is giving everyone the same vs equity is giving everyone what they need to get on the same level (not same level because everyone’s starting level is different -> fence example)

etnocentrism

the notion that one’s own culture or company knows best how to do things

Unconscious or implicit bias

learned stereotypes and prejudices, positive or negative

like me bias

pull we feel to similar people, we tend to feel more comfortable ⇢ can be a problem when hiring

Negativity bias

negative experiences have a bigger impact than positive ⇢ generalization

(ex. One dog bit me, all dogs will bite me, we give more weight to criticism than compliment)

halo effect

one positive trait = generally positive impression (unintentionally on a pedestal)

horn effect

one negative trait/experience = overall negative impression

confirmation bias

one things confirms it ⇢ applies for all

(ex you think donuts are jelly-filled, you see a donut that is jelly-filled, it is confirmed: all donuts are jelly-filled)

beauty bias, name bias, authority bias…

biases

Why? Biases are shortcuts in our brain shaped by past experiences, to quickly make decisions.

D.I.V.E model

Describe (neutral, objective observation, stick to facts)

Interpret (various explanations, at least 3)

Verifiy (cultural informant, someone who might understand the situation better, reliable sources)

Evaluate (reflect possible biases, evaluate interpretations)

No verify? D.I.V.E model ⇢ D.I.E. model

Hofstede’s 6 cultural dimensions

1. Power distance

2. Individualism & collectivism

3. Masculinity & femininity

4. Uncertainty avoidance

5. Long term & short-term orientation

   1. Indulge & restraint

PDI – Power Distance Index

the extent to which people expect and accept hierarchy/unequal distribution of power

High power distance = extremely hierarchical

Low power distance = most egalitarian (EU)

↳ impact on organizational structure

Vertical: formal, clarity, time to specialize, promotional opportunities, bureaucratic, meh communication, opinion leader > employee

Horizontal: few management layers, involvement, more communication, fast decision-making process, final decisions?, little/no clear ranking system

IND – Individualism vs Collectivism

Individualistic = everyone is supposed to take care of themselves and their immediate family

Collective = from birth you are part of a strong, tight group who will take care of you and protect you (in exchange for unconditional loyalty)

↳ impact on organizational structure

Individualistic: hiring on skills, individual achievements are rewarded, focus on personal growth,

task > personal relationships, (social) media is form of information, showing happiness is encouraged showing sadness isn’t

Collective: hiring through existing employees or network, team results are rewarded, focus on harmony and loyalty, stability is more important than individual opinions, information comes from your network, showing sadness is encouraged happiness isn’t, personal relationships > task

MAS – Masculinity vs Femininity

Masculine = performance-oriented, gender roles are clearly separated (men are tough and focused on success, women are modest and focused on quality of life

Feminine = quality of life-oriented, social gender roles overlap, both are expected to be modest and tender and focus on quality of life and development

↳ impact on organizational structure

Masculine: live to work, performance, money, status, competition, confrontation, sharp

Feminine: work to live, appreciation, care for oneself, rest, balance, harmony, discussion, compromise, intuitive, soft

UAI – Uncertainty Avoidance

the more anxious/nervous, the more likely they are to obey and want clear rules, which makes them stay with the same organization longer

 

High UA = low tolerance for uncertainty and risk-taking, minimize the unknown with strict rules etc (tend to be more emotional) ⇢ religion, lucky charms, laws,…

Low UA = accept and feel comfortable in unstructured situations or changeable environments, try to have as few rules as possible, more tolerant of change

↳ impact on the organizational structure

High UA: accurate, needs rules, stays with employer for a long time, avoid risks, thinks long before acting, theoretical

Low UA: flexible, creative, changes jobs more often, likes trying new ideas, practical, experimental, takes risks

LTO – Long vs short term orientation

degree to which culture delays gratification or the material, social and emotional needs of its members, how far ahead they think

 

Long term orientation = focus on the future by delaying short-term success in favor of long-term success, perseverance, persistence

Short term orientation = focus on the near future, short-term success, emphasis on present, quick results and respect for tradition (unrestrained spending ⇢ social or ecological pressure)

IND – Indulgence vs Restraint

extent and tendency for a society to fulfill its desires, societal impulse and desire control

 

High levels of indulgence = high level of bon de vivre, spend more on luxuries, leisure time activities

Restraint = tendency to suppress gratification and regulate them through social norms, sve money and focus on practical need

Successful collaboration =

awareness + respect + flexibility

Edward T. Hall

the hidden dimensions

1.   Communication style (high vs low-context)

2. Time orientation (monochronic vs polychronic)

3. Proxemics (personal space)

High-context cultures

non-verbal cues and implicit (indirect) messages, face-saving, harmony, between the lines, meaning dependent on context, content: how, emphasis on verbal communication, repetition is appreciated if it helps clarify the communication

Slow messages (high-context)

• Poetry

• Books

• Ambassador

• Documentary

High-context perceive low-context as
- Too explicit
- I can think for myself
- Rude
- Don’t stick to verbal agreements
- Focus too much on details
- So many rules
- Not interested in me

Low-context cultures

explicit, direct, verbal expression, “honest”, meaning independent of context, content: what, emphasis on written communication, messages are both spoken and read between the lines, often implied but not plainly expressed

Fast messages (low-context)

• Prose

• Headlines

• Press release

• Tv commercial

• Direct reply

Low-context perceive high-context as
- Confusing
- They are unclear
- Rude
- Don’t stick to written agreements
- Withhold information
- There are no rules
- They are nosy

Monochronic

linear time, punctuality, tasks are handled one at a time, step by step, systematically

Polychronic

time is flexible, multitasking, relationships > schedules, patience, relativity of punctuality, interruptions

Proxemics

the study of how people use space and distance to communicate

Personal space preferences vary by culture, with some cultures comfortable with close proximity and others needing more distance

Richard D. Lewis

when cultures collide

• linear active

• multi-active

• reactive

Linear active

talks half of the time, plans ahead step by step one thing at a time, polite but direct, partly conceals feelings, dislike losing face, rarely interrupts, job-oriented, sticks to facts, truth before diplomacy, sometimes impatient, limited body language, separates social/professional

Multi-active

talks most of the time, multitasking, plans grand outline only, emotional, displays feelings, confronts emotionally, often interrupts, people-oriented, feelings > facts, impatient, unlimited body language, seeks out key person, mixes social/professional

Reactive

listens most of the time, reacts, polite, indirect, conceals feelings, never confronts, must not lose face, doesn’t interrupt, very people-oriented, statements are promises, diplomacy > truth, patient, subtle body language, uses connections, connects social/professional

Attribution bias

judge the cause of someone’s behavior in a one-sided or unfair way, instead of considering all possible reasons. We blame the person and ignore the situation.

• Your classmate fails a test → you think: “They’re lazy.”

• But if you fail a test → you think: “The test was unfair.”

That difference is attribution bias: judging others by their character, but yourself by the situation.

Pillars of inclusive campaigns

• Inclusive and positive representation

• People decide for themselves

• “Nothing about us without us!” → ask them → engage in dialogue

• Be mindful of tokenism (wrong motivation)

• Ensure coherence with your internal policy

Tokenism

when a person from a minority group is included only to give the appearance of diversity, without giving them real power, respect, or equal treatment

Visual impairments

Difficulty or inability to read text: blindness and low vision

Auditory impairments

Difficulty or inability to understand spoken words: deafness and hearing loss

Mobility/motor impairments

Use of wheelchairs, walking sticks, or difficulty standing for long periods

Neurodiversity

he diversity in human neurocognitive functioning (different ways of thinking, learning, perceiving, and interpreting).

• Difficulty concentrating in highly stimulating environments

• Challenges with processing complex information

• Feeling different or misunderstood (a sense of belonging)

→ ASS, AD(H)D, Tourette Syndrome, Giftedness, Dyslexia, Dyscalculia,…

Gender

he biological and physical characteristics with which a person is born such as male, female or intersex

Gender identity

how a person identifies internally, such as male, female, non-binary or gender fluid

Gender expression

the way a person expresses their gender outwardly, such as through clothing, behavior and appearance

Agender

someone who does not experience gender identity or identifies as genderless.

Gender fluid

someone whose gender identity varies over time or context.

Cisgender

a term that is used to describe people whose gender identity matches the sex they were assigned at birth

Male

someone who identifies as male, regardless of biological sex.

Female

someone who identifies as female, regardless of biological sex.

Non-binary

someone who does not exclusively identify as male or female.

Androgynous

a gender expression that combines both masculine and feminine characteristics or remains ambiguous.

Gender-conforming

is an expression that conforms to the cultural expectations of one's gender.

Gender-nonconforming

an expression that deviates from the cultural expectations of one's gender.

Gender-neutral

an expression without distinct male or female characteristics, often intentionally neutral.

Masculine expression

a person behaves, dresses and presents according to traditional masculine characteristics.

Female expression

a person behaves, dresses and presents according to traditional female characteristics.

Asexuality

little to no sexual attraction to others

Bisexuality

attraction to both men and women

Demisexuality

sexual attraction that occurs only after a strong emotional attachment.

Heterosexuality

ttraction to people of the opposite sex.

Homosexuality

attraction to people of the same sex.

Pansexuality

attraction to people regardless of gender or gender identity

Sapiosexuality

attraction based on a person's intelligence or intellectual connection

Five Conflict Styles

1. Avoiding: Sidestepping the conflict altogether.

2. Accommodating: Prioritizing the other party’s needs over one’s own.

3. Competing: Asserting one’s position at the expense of others.

4. Compromising: Finding a middle ground to satisfy both parties.

5. Collaborating: Working together to find a solution that fully satisfies both parties.

U-curve of culture shock

W-curve of re-entry shock

In work context:

Initial Excitement:

When an employee starts a new job, they often feel a sense of excitement and enthusiasm. They are eager to learn, meet new colleagues, and contribute to the organization. This stage is characterized by high energy and optimism about the new environment.

Disillusionment:

As the employee becomes more familiar with their new role and the workplace dynamics, they may encounter challenges, such as unclear expectations, difficulty adapting to company culture, or interpersonal conflicts. This can lead to feelings of frustration, confusion, and disappointment. The employee may feel overwhelmed or underappreciated, leading to a drop in morale.

Adjustment:

Over time, the employee starts to understand the organizational culture better and develops coping strategies to navigate the challenges. They might seek feedback from colleagues, engage in training, or develop supportive relationships with peers. This gradual adjustment is marked by increased confidence and comfort in their role.

Acceptance:

Eventually, the employee reaches a point where they feel integrated into the workplace. They are comfortable with their tasks, have established good relationships with coworkers, and understand the organizational expectations. They now have a realistic view of their role and the organization, leading to a sense of satisfaction and belonging.

Non-Violent Communication

1. OBSERVATION: Identify behavior in an unbiased and factual way.

2. FEELING: Express the feelings triggered by the behavior. Acknowledge your feelings. “I feel… / I am…”

3. NEED: Identify a (un)met need.

4. REQUEST: Formulate a request after clarifying your feelings and needs.

E. Hoffman

Prisma Method

A – Acknowledged Similarity

B – Acknowledged Difference

C – Thinking and Acting Inclusively

Miller & Katz Inclusion Model: The D&I Continuum

The model describes 3 levels of collaboration:

1. Exclusion: certain individuals or groups are left out. E.g.: only dominant voices determine policy.

2. Assimilation: everyone must adapt to the dominant norm; diversity is ignored rather than valued.

3. Inclusion: differences are valued and used; everyone feels seen, heard, appreciated.

Tuckman’s Team Development Model

5. Adjourning (added 1977)

• Temporary team dissolves after completingits task

• Reflection & closure

• Challenge: dealing with ending/letting go

• Traits: evaluation, farewells, celebrating success

Belbin’s Team Roles

Thinkers

• Plant: Creative, idea generator

• Monitor Evaluator: Objective, analytical

• Specialist: Deep expertise

Doers

• Shaper: Driven, pushes team forward

• Implementer: Practical, turns plans into action

• Completer Finisher: Careful, detail-oriented

People-roles

• Coordinator: Organiser, focuses on team goals

• Teamworker: Diplomatic, promotes harmony

• Resource Investigator: Extravert, brings contacts/opportunities

The TOPOI Model

“Cultures Don’t Meet, People Do”

analyzing and addressing potential miscommunication

Tongue: How does verbal and non-verbal communication influence the interaction? (accents, body language)

Order: How do cultural filters, assumptions or logic shape how we interpret the situation? (norms about hierarchy, time, communication style)

Persons: How do identity and relationships influence what people say or don’t say? (stereotypes, prejudices, power)

Organization: What contextual, organizational or societal factors influence the communication? (rules, procedures, time zones)

Intentions: What motivates each person? What needs, values or emotions drive their behaviour? (goals, emotions, fears, expectations, values)