Cross-Cultural & Diversity Training

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Chang, E. H., Milkman, K. L., Gromet, D. M., Rebele, R. W., Massey, C., Duckworth, A. L., & Grant, A. (2019). The mixed effects of online diversity training. Proceedings of the National Academy of Sciences of the United States of America, 116(16), 7778-7783. Web.

In the process of empirical research, this article demonstrates the extremely low effectiveness of a one-time cultural training. On the example of a single company, the results of a simplified online training on cultural diversity in the workplace are demonstrated. A large international organization has conducted a short study-test to establish the effectiveness of short-term measures aimed at improving attitudes towards women and minorities.

Although changes for the better appeared, they were limited enough to really neutralize or reverse existing cultural prejudices. The article discusses a situation in which cultural programs are given little attention and training on tolerance turns out to be short and formal. Such events only mask the problem or divert attention from it. It is important that one-time procedures of this nature will not be able to change the already existing negatively prejudicial attitude of a person towards a minority.

Devine, P. G., & Ash, T. (2019). Diversity training goals, limitations, and promise: A review of the multidisciplinary literature. Annual Review of Psychology, 73, 403-429. Web.

This article is a synthesis of a large amount of accumulated scientific literature in order to highlight a single narrative in the history of the approach to diversity training. It is noted that many researchers in the process of extracting and interpreting data use measuring tools that are insufficient to actually calculate the success of the implemented program.

In particular, it is argued that due to the increased amount of financial injection into such programs, their number has increased in proportion to the declining quality of practices. The article offers a mechanism for bringing social scientists together with a cohesive set of goals to develop a truly relevant understanding of the issue.

Noon, M. (2018). Pointless diversity training: Unconscious bias, new racism and agency. Work, Employment and Society, 32(1), 198-209. Web.

Within the framework of this article, ineffective trainings for increasing cultural tolerance are described, based on the introduction and emphasizing of prejudice. According to the authors of this practice, familiarizing workers with cultural prejudice should eliminate racism in the workplace. The article refutes the automatic effectiveness of such “unconscious” training, saying that its benefits are only hypothetical.

The article points out that there are a number of categories for racial and cultural prejudice that are not taken into account in the training process.

Critical perspective to one’s own inner bias does not actually fix the problem, only points it out and implies possible solutions. The author points out that the structural limitations inherent within this type of training may in fact serve as a catalyst for racist perceptions and behavior, even if the opposite was intended. The article is useful as an example of the excessive diversity of modern approaches to cultural training among which one needs to critically navigate.

Neblett, E. W. (2019). Diversity (psychological) science training: Challenges, tensions, and a call to action. Journal of Social Issues, 75(4), 1216-1239.

This article can be used as a model test pattern against which it makes sense to test the multicultural academic apparatus used in the original study. Neblett, Jr. begins the article by pointing out a particular shortcoming of modern academic knowledge – the lack of real cultural diversity among the ethnic groups of the scientists themselves. It turns out that most of today’s students of sociology do not have a perspective on cultural diversity among the representatives of science themselves. The article proposes strategies for enhancing academic cultural qualifications, understanding diversity as a principle for the functioning of a new scientific institution.

In the process of training and new qualifications of sociopsychologists, it is also proposed to update pedagogical skills. Actual epistemes implying inclusiveness and diversity are applied to a collective that does not quite correspond to them, as a rule, is prone to racial homogeneity. Also, the academic literature written on the issue itself needs to be re-read critically due to the insufficient diversity of research objects and ethnocentric prejudices. A superficial presentation of materials on cultural diversity can run the risk of adding up misconceptions and simplifications that are, in fact, little different from bias.

Tahir, R., & Ertek, G. (2018). Cross-cultural training: a crucial approach to improve the success of expatriate assignment in the United Arab Emirates. Middle East Journal of Management, 5(1).

The article seems to be extremely relevant in the context of this study, since it comes from a situation in which multiculturalism is a justified economic solution, especially in international corporations. The study aims to consider cross-cultural training as a process of mutual adaptation and interaction of several cultures. Particular attention is paid to Western managers dealing with business segments in the United Arab Emirates. This country is known for numerous trade relations with many countries, but multicultural management and intercultural integration is currently shown to be of poor quality and needs to be adapted.

This is due to the low level of training of expatriate managers – which underlines the importance of a cultural coach in a large organization. Inadequate cross-cultural training is also provided not only to expatriate managers themselves, but also to their families. Families that received cultural training generally demonstrate better results than those who moved without it, which all the more emphasizes the need for high-quality, methodically verified adaptive training.

Lawson, S., & Shepherd, J. (2019). Utilizing the U-curve model to assess cross-cultural training programs for low context expatriates working in a high context culture. The Journal of Business Diversity, 19(1), 21-31.

This article attempts to model the process of preparing expatriates from third world countries to work and interact within a host culture. The onboarding process requires the successive completion of several steps that are designed to provide the necessary social skills to the expatriate. There is a connection between the low level of such training and the disappointment of the expatriate in his own work. The training does not include accommodation for culture shock and frustration associated with the emphasis on cultural differences. It is also noted that the duration of the training is too short, does not specialize in specific cultures and is given only before departure to the host country.

The theory developed within the framework of the article seeks to take into account the anticipation and adaptation, cultural distance and congruence, as well as the direct training of cultural diversity required equally for all. The U-model depicts a typical expatriate worker experience where, over time, satisfaction with another culture declines and culture shock reaches its nadir. After that, the process of cultural interaction traditionally passes into the stage of adaptation and habituation. The article offers the most illustrative model for the adaptation of expatriate workers to new cultural conditions, given the psychological changes in their behavior over time.

Kipnis, E., Demangeot, C., Pullig, C., Cross, S. N., Cui, C. C., Galalae, C., Kearney, S., Licsandru, T. C., Mari, C., Ruiz, V. M., Swanepoel, S., Vorster, L., & Williams, J. D. (2021). Institutionalizing diversity-and-inclusion-engaged marketing for multicultural marketplace well-being. Journal of Public Policy & Marketing, 40(2), 143-164.

The article is extremely useful for the design and development of the segment of the corporation responsible for working with clients. Three disciplinary fields are interpreted, interconnected through the logic of the work of marketing institutions. Research, education, and practice are seen from a cultural diversity perspective as areas where inclusion needs to be increased.

The authors seek to characterize the most effective application of diversification cultural policies within the framework of marketing, striving to maintain rational normativity and a clear regulatory system of rules. However, the most important aspect is cultural cognition, understood by the authors as the absence of a language barrier and understanding of things in the same way. The multi-contextuality of ideas about diversity is also important, implying ideological, historical and structural differences between cultures and ethnic groups. The article is a powerful study of diversity-conscious marketing models suitable for students and professionals, demonstrating the changes that the new ethic brings to marketing processes.

References

Chang, E. H., Milkman, K. L., Gromet, D. M., Rebele, R. W., Massey, C., Duckworth, A. L., & Grant, A. (2019). The mixed effects of online diversity training.Proceedings of the National Academy of Sciences of the United States of America, 116(16), 7778-7783. Web.

Devine, P. G., & Ash, T. (2019). Diversity training goals, limitations, and promise: A review of the multidisciplinary literature.Annual Review of Psychology, 73, 403-429. Web.

Lawson, S., & Shepherd, J. (2019). Utilizing the U-curve model to assess cross-cultural training programs for low context expatriates working in a high context culture. The Journal of Business Diversity, 19(1), 21-31.

Neblett, E. W. (2019). Diversity (psychological) science training: Challenges, tensions, and a call to action. Journal of Social Issues, 75(4), 1216-1239.

Noon, M. (2018). Pointless diversity training: Unconscious bias, new racism and agency. Work, Employment and Society, 32(1), 198-209. Web.

Tahir, R., & Ertek, G. (2018). Cross-cultural training: a crucial approach to improve the success of expatriate assignment in the United Arab Emirates. Middle East Journal of Management, 5(1).

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Cross-Cultural & Diversity Training

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