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Looking for a real multicultural experience? Head to Chad in north-central Africa where 8.6 million residents belong to more than 100 ethnic groups or to Togo, home to 37 tribal groups that speak one of 39 languages and share little in the way of a common culture or history. But if you find a kaleidoscope of cultures distracting, then consider a visit to Argentina, Haiti or the isolated Comoros islands off the southeast coast of Africa. They rank among the least culturally diverse countries in the world. This multicultural map of the world is based on an analysis of data reported in a new study of cultural diversity and economic development by researcher Erkan Gören of the University of Oldenberg in Germany. In his paper, Goren measured the amount of cultural diversity in each of more than 180 countries. To arrive at his estimates, he combined data on ethnicity and race with a measure based on the similarity of languages spoken by major ethnic or racial groups. “The hypothesis is that groups speaking the same or highly related languages should also have similar cultural values,” said Goren in an email. Together he used his language and ethnicity measures to compute a cultural diversity score for each country that ranged from 0 to 1, with larger scores indicating more diversity and smaller values representing less. The usual suspects lead the list of culturally diverse countries: Chad, Cameroon, Nigeria, Togo and the Democratic Republic of the Congo. These and other African countries typically rank high on any diversity index because of their multitude of tribal groups and languages. The only western country to break into the top 20 most diverse is Canada. The United States ranks near the middle, slightly more diverse than Russia but slightly less diverse than Spain. Argentina, the Comoros, Haiti, the Dominican Republic, Rwanda and Uruguay rank as the world’s least diverse countries. Argentina may be a surprise, what with all those Germans and Italians pouring into the country after one world war or the other. But Spanish is nearly universally spoken in Argentina, 97% of the country is white and more than nine-in-ten Argentines are at least nominally Roman Catholic, according to the CIA’s World Factbook. The presence of Rwanda at the bottom of the list likely is, in part, a grim reminder of the mass slaughter of Tutsi by the dominant Hutu majority in 1994 in what came to be known as the Rwandan Genocide. A caution: Cultural diversity is a different concept than ethnic diversity. As a result, a map of the world reflecting ethnic diversity looks somewhat different than the one based on Goren’s cultural diversity measure that combines language and ethnicity profiles of a country. The Harvard Institute of Economic Research developed a map similar to the on posted above based on Goren’s findings. (See it here). A comparison of the Harvard and Goren maps show that the most diverse countries in the world are found in Africa. Both maps also suggest that the United States falls near the middle, while Canada and Mexico are more diverse than the US. The largest disagreements between the two analyses occur in South America. The Harvard group places Brazil slightly above the upper-middle range of its diversity scale, in part because of its large mixed-race population. However, Goren ranks Brazil as one of the least diverse countries in the world, in large part because virtually all Brazilians speak Portuguese regardless of their race or ethnic background. Rich Morin is a former senior editor focusing on social and demographic trends at Pew Research Center. Learn how to promote multicultural collaboration. As our society becomes more culturally diverse, organizations are understanding the need to work with other organizations in order to "turn up the sound," so their voices are heard and their issues will be addressed. This means that individuals and institutions can no longer deny the sometimes uncomfortable realities of cultural diversity. Organizers and activists are realizing that we have to come to grips with our multicultural society, or we won't get anything done. But how do we do that? One Wisconsin labor activist says, "We want to include communities of color, but we just don't know where to begin. We hold open meetings, but no people of color even show up." A neighborhood organization member in South Los Angeles, says, "Last year, we decided to move toward organizing in the Latino community for the simple reason that we have a lot of new immigrants from Central America in the neighborhoods. We wanted to make an authentic multicultural organization, but we learned an important lesson -- it doesn't just happen." Many organizers have begun to come to grips with diversity issues, even though they may not have all the answers. These organizers realize they have to develop new strategies and tactics to attract multicultural interest in their collaborative initiatives. They also know there will be problems to solve if their collaborations are to be effective. This section will discuss how to help organizations collaborate effectively with people of different cultures. What is multicultural collaboration?First of all, what's the difference between a coalition, a collaboration, and a multicultural collaboration? A coalition involves two or more organizations working together around an issue or a common set of interrelated issues that they can't address on their own. The purpose is to harness enough influence and resources to have an impact on an issue beyond the grasp of one group alone. The life of a coalition is usually shorter than the life of the complex issue or issues it faces. When the issue or issues are resolved the coalition disbands and the organizations go their separate ways. Coalition members understand that there will be shared risks, responsibilities, and rewards. The level of commitment is moderate. Diversity in a coalition is a strength as well as a problem because there is often dissension. A collaboration involves two or more organizations working together on multiple issues and goals in a long-term commitment. This is the highest and most difficult level of working with others, involving formalized organizational relationships. There is a long-term commitment and a focus on a range of issues of wide concern. Turf protection can be high and the ability to let go of control over the direction of the group is critical. Involved organizations share resources (develop, implement, and evaluate programs), establish policy, and jointly conduct educational programs. The core values of collaboration are mutual respect, a valuing of difference, and a high level of trust.
A multicultural collaboration is between two or more groups or organizations, each comprised of members from different cultural backgrounds and orientations (e.g., Latino, Native American Indian, white) or with goals or missions oriented to populations with differing cultures (e.g., African-American, Asian-American). The cultural differences among groups may consist of ethnic heritage, values, traditions, languages, history, sense of self, and racial attitudes. Any of these cultural features can become barriers to working together. Unless they become part of the relationship, the collaboration will probably be challenged. Culture is one of the most powerful forces in our world. It's central to what we see, how we make sense of our world, and how we express ourselves. As people from different cultural groups work together, values sometimes conflict. When we don't understand each other we sometimes react in ways that make a partnership ineffective. Often we're not aware that cultural differences are the root of miscommunication. In an effective multicultural collaboration, as with any other collaboration, the participants must have a sense of common purpose. But they must consider that different cultural groups may have differing ideas about how leaders are chosen and exercise power, and about how conflict and disagreement should be managed. For example, someone from an American Indian tribe may believe that a leader can be respected only if they are an elder, while this may not be an important factor to someone in another group. A multicultural collaboration requires a plan, lots of patience, and determination to confront old attitudes in new ways by pulling in partners usually not involved. In order for a multicultural collaboration to be effective, the groups involved must overcome differences to promote a unified effort. Because of different skill levels and expertise, the collaboration may seem uneven at first. And, initially, participants may come for different reasons. For example, some may have been invited to take on responsibilities others don't want; others may want a scapegoat in case things don't work. But if the focus is on the common goal, shared decision making, defined roles, and setting time lines, the organizations involved can make it work. Why is multicultural collaboration important?
When should you commit to multicultural collaboration?Vicente, a community activist, suggests a way to think about collaborating with people from different cultures: "To me what's important is where do we make connections? Where do our pasts tie in? We all come from agrarian backgrounds at some point in our past that are very rich with folklore, history, oral history, and values." Another man, Estevan, says, "If I see that you're hurting, that there's something wrong with you, and I can help you out -- why do I have to care about what color of skin you have, what color of eyes you have, or where you come from? In New Mexico we say, 'Mi casa es tu casa.' My house is your house." The comments above indicate that the human connection can be reason enough to work at overcoming cultural barriers. The following are other significant indicators of when you should commit to multicultural collaboration:
It's important not to go blindly into a collaboration. Organizations should be aware of the potential problems and to realize that all collaborations may not be voluntary. Circumstances may place organizations in partnerships they may not have anticipated. For example, competition for increasingly limited funds, federal or state mandates for the establishment of initiatives, and social crises may create non-voluntary collaborations. Forces such as these may turn a step-by-step process of recognition, initiation, structuring, and definition into one giant leap. A giant leap without forethought can lead to a painful fall. Finally, organizations thinking about collaborating must ask themselves, given the potential problems, if they should collaborate at all. Is it an impossible goal? On the other hand, the problems shouldn't scare anyone off if there's potential to work them out with special effort. There won't be unanimous agreement on everything. That's OK because healthy disagreement can be productive and desirable. At the same time, there may be lots of ways to work together and experience the many rewards gained through building the relationships needed to do the work. What are some guidelines for multicultural collaboration?Cultural questions about who we are and how we identify ourselves are at the heart of multicultural collaboration. Consider these guidelines as you confront the communication barriers:
How do you build a multicultural collaboration?There are three steps to developing any collaboration:
Multicultural collaboration requires considerations that may not be involved in other collaborations. There are 6 components in building a multicultural collaboration: Formulate and state clearly the vision and mission of the collaboration to model the multicultural relationships.
Conduct strategic outreach and membership development.
Establish structures and operating procedures that reinforce equity.
Practice new and various modes of communication and special support.Find out if anyone needs special support to participate effectively. In any invitations to meetings or events (which could be written in more than one language) or follow-up conversations, ask if there is a need for translators, translated materials, sign language interpreters for the deaf, large-print materials, or audio versions of materials. Many groups automatically communicate through writing and speaking in English. This does not take into account language differences that make it hard for people to understand information or participate equally in discussions and decision making. Special efforts to communicate in multiple languages may be required in order to ensure the full participation of a diverse membership.
Create leadership opportunities for everyone, especially minorities and women.
Engage in activities that are culturally sensitive or that directly fight oppression.
Building a multicultural collaboration entails changing the way people think, perceive, and communicate. There is a difference between recognizing cultural differences and consciously incorporating inclusive and anti-discriminatory attitudes in all aspects of the organization. Embracing cultural differences is not something separate from your issue-oriented work. It is at the core of the group's perspective on issues, possible solutions, and membership and operating procedures. The organization's structure, leadership, and activities must reflect multiple perspectives, styles, and priorities. Changing how the organization looks and acts is just the first step in the ongoing process of creating a reality that maximizes and celebrates diversity. In SummaryCollaboration is a process involving organizations working toward a goal they can't reach alone. The process requires long-term commitment and an understanding that there will be shared risks, responsibilities, and rewards. Successful collaboration must be based on mutual respect, a valuing of difference, trust, a plan, lots of patience, determination to adopt new attitudes and pull in partners not usually involved, and, most of all, a sense of common purpose. Multicultural collaboration adds the challenge of overcoming the communication barriers of different cultures, ethnic heritage, values, traditions, language, history, sense of self, and racial attitudes. These barriers must be conquered in order for the collaboration to succeed. Participants in an effective multicultural collaboration must have inclusive leadership that understands and strives for diversity, while dealing with problems and conflict along the way. If the focus remains on the common goal and equal power for everyone involved, the collaboration will have a great chance of success. Online Resources The Center for Culturally and Linguistically Appropriate Services collects and describes early childhood/early intervention resources and serves as point of exchange for users. Chapter 8: Respect for Diversity in the "Introduction to Community Psychology" explains cultural humility as an approach to diversity, the dimensions of diversity, the complexity of identity, and important cultural considerations. Culture Matters is a cross-cultural training workbook developed by the Peace Corps to help new volunteers acquire the knowledge and skills to work successfully and respectfully in other cultures. Diversity, Equity and Inclusion in Nonprofit Organizations by Sean Thomas-Breitfeld and Frances Kunreuther, from the International Encyclopedia of Civil Society. The International & Cross-Cultural Evaluation Topical Interest Group, an organization that is affiliated with the American Evaluation Association, provides evaluators who are interested in cross-cultural issues with opportunities for professional development. The Multicultural Pavilion offers resources and dialogue for educators, students and activists on all aspects of multicultural education. The National Center for Cultural Competence at Georgetown University increases the capacity of health care and mental health programs to design, implement and evaluate culturally and linguistically competent service delivery systems. Publications and web links available. SIL International makes available "The Stranger’s Eyes," an article that speaks to cultural sensitivity with questions that can be strong tools for discussion. AMPU Guide: Study Circle Session Two. Bonds and boundaries: looking at our communities Study, Discussion and Action on Issues of Race, Racism and Inclusion - a partial list of resources utilized and prepared by Yusef Mgeni. DuPraw, M., & Axner, M. (1997). Working on common cross-cultural communication challenges. AMPU Guide. Print Resources Anner, J. (1995, June/July). Working together: Building successful multicultural movements. Neighborhood Works, 18, 16-21. Chrislip, D., & Larson, C. (1994). Collaborative leadership: How citizens and civic leaders can make a difference. San Francisco, CA: Jossey-Bass. Collaboration handbook: Creating, sustaining, and enjoying the journey. St. Paul, MN: Amherst H. Wilder Foundation. 1996. The Collaboration Project, Donors Forum of Chicago & John D. and Catherine T. MacArthur Foundation. (1995). A review of literature on collaboration: a language for collaboration [Brochure]. Chicago, IL. Gardner, J. (1990). On leadership. Chapter 9: Fragmentation and the common good. New York, NY: Free Press. Gray, B. Collaborating: Finding common ground for multiparty problems. Chapter 2: The impetus to collaborate. San Francisco, CA: Jossey-Bass, 1991. Kaye, G,. & Wolff, T. (ed.). (1995). From the ground up! a workbook on coalition building and community development. Chapter 2: coalition building: is this really empowerment? and Chapter 5: worksheets. Amherst, MA: AHEC Community Partners. (Available from Tom Wolff and Associates.) Kritek, P. (1994). Negotiating at an uneven table. Chapter 2: Approaching an uneven table. San Francisco: Jossey-Bass. Making the grade: community workbook. National Making the Grade Committee, National Collaboration for Youth. Washington, DC, 1991. Is there a multitude of cultural differences between the societies in the world?There are a multitude of cultural differences between societies in the world. Societies are also comprised of many subcultures—smaller groups that share an identity. Countercultures reject mainstream values and create their own cultural rules and norms.
Is it true that each society differs from one another when it comes to culture?Different societies have different cultures; however it is important not to confuse the idea of culture with society. A culture represents the beliefs and practices of a group, while society represents the people who share those beliefs and practices. Neither society nor culture could exist without the other.
What are cultural differences in society?Definition. Cultural difference involves the integrated and maintained system of socially acquired values, beliefs, and rules of conduct which impact the range of accepted behaviors distinguishable from one societal group to another [1].
Why there are cultural differences?A key reason is rooted in the environment. The different cultures that we see around the world are primarily a response to the environments in which people live. Due to global environmental diversity, it's been necessary for human beings to respond in a way that's appropriate to the unique demands placed upon them.
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