Self Reflection On Culture Tasks This Assignment Requires Yo

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Self Reflection on Culture Tasks This assignment requires you to analyze versus summarize. In order to succeed on this assignment it is important that you review and understand the difference between analyzing and summarizing. For more information on this distinction please see Guide | Analyzing versus Summarizing . Think of a culture different than your own that you will likely have frequent interaction within the career you choose during the next one to five years. Do not choose a culture that you would prefer to have interaction with. Rather, choose a culture that you will have interaction with. In a 3-4 page double-spaced response with 1" margins using size 12 font (times new roman or similar), address each of the following questions : STEP 1. Identify three value dimensions of this culture that are different from your own culture. Think about values and behaviors and business protocol. Explain.

Here are a few sources to help you learn more about the culture: Go to Hofstede Compare Countries to compare Hofstede's value dimensions of different countries. Begin by selecting a country and then select a comparison country. Please keep in mind that Hofstede's research is limited and is not intended to tell the whole story of any culture. We are more than our culture, and Hofstede would agree. The cultural patterns Hofstede identifies are meant to provide a very simple snap shot (a glimpse) of a culture.

These snap shots are not a complete picture. There will always be exceptions. This research is shared to help you identify possible differences and think about ways to adjust and be flexible to people different than yourself. Culture Crossing There's an explanation of the six cultural (value) dimensions on the Hofstede site: After reading about them and identifying the culture you'd like to compare your own to, feel free to use the link provided on the assignment: These articles might also be helpful: If you choose to explore generational differences, here is a resource that may help: STEP 2. Identify two biases you hold about this culture .

Be specific. Explain. Please note, there is a difference between biases and opinions. Here is some explanation: Bias · A bias is the tendency to think in a certain way based on a person’s learned worldview. · A bias is an inclination, slant or prejudice toward a certain group, thing, or topic. · Bias is a judgement often uncorrelated with data. It tends to restrict the acknowledgement or the acceptance of different viewpoints and is not likely to change even if new information is presented. · A bias can be an unconscious, cognitive process that we are often not aware of. · Once we identify a bias we hold, we often are not eager to share it freely with others.

Opinion · Opinion is one’s interpretation of data or information. There could be alternative opinions about the same event based on different interpretations. · An opinion is a viewpoint that can be neutral or biased. · Opinions are something we are consciously aware of and often share freely with others. · Unlike biases, opinions might easily change in light of new information. Your task in this assignment is to identify biases . STEP 3. What are three important ways in which you will become more flexible in order to promote intercultural competence with a person from this culture?

How will you go about monitoring your ethnocentrism with this culture? Explain. Be specific. Provide an example. Feel free to use any suggestions made by the following resources: Valerie Alexander's TED Talk - How to Outsmart Your Own Unconscious Bias The Forbes article How to Succeed in a Cross-Cultural Workplace Yassmin Abdel-Magied's TED Talk Valerie Hoek's TED Talk The Danger of a Single Story TED Talk The Power of Outrospection - RSA Animate video Use first person: Since this paper requires you to explore aspects of you, it is appropriate to use first person throughout. Criteria · Completeness – worth 30 Points and based on: a.) every question in the Task section of the assignment is addressed, b.) reflection demonstrates analysis (as opposed to summarizing), c.) reflection shows adequate depth and thoughtfulness . · Appropriate Application of Course Concepts and Terms – worth 30 Points : use of course terminology and concepts demonstrates your knowledge and understanding of the subject matter. · College Level Writing – worth 15 Points : Self-reflection is carefully proofread, organized, free of spelling errors, typos, run-on sentences, and fragments and follows capitalization conventions.

Paper For Above instruction

Introduction

Engaging with different cultures, especially in a professional or career-oriented context, demands a nuanced understanding of cultural differences and self-awareness of personal biases and tendencies. For this assignment, I have chosen to analyze the Japanese culture as the specific cultural context with which I anticipate frequent interaction in my future career as an international business professional. This reflection will explore three cultural value dimensions that differ from my own American upbringing, identify two biases I recognize I hold about Japan, and propose strategies to develop intercultural competence to foster effective and respectful interactions.

Part 1: Identifying Three Cultural Value Dimensions

Drawing on Hofstede’s cultural dimensions theory, I examined Japan’s cultural profile relative to the United States. Hofstede’s analysis highlights key differences that influence workplace behavior, social interaction, and communication styles. The first dimension is Power Distance. Japan scores high on this scale, indicating a greater acceptance of hierarchical structures and authority. Unlike the relatively egalitarian American workplace, Japanese organizations tend to emphasize respect for authority and seniority, which influences decision-making processes and interpersonal dynamics (Hofstede Insights, 2023).

The second dimension is Uncertainty Avoidance. Japan scores very high here, reflecting a cultural preference for stability, predictability, and formal rules. American culture, in contrast, tends to accept ambiguity and encourages innovation and risk-taking. In Japan, this manifests through meticulous planning, attention to detail, and a cautious approach to change (Minkov & Hofstede, 2011).

The third dimension is Collectivism vs. Individualism. Japan is characterized as a highly collectivist society, emphasizing group harmony, societal obligation, and family ties, whereas American culture values individual achievement, independence, and personal rights (Hofstede Insights, 2023). Recognizing these differences is essential to understanding how Japanese colleagues might prioritize group consensus over individual initiative and how that influences communication and teamwork.

Part 2: Identifying Two Biases

Reflecting on my perceptions of Japan, I recognize two biases. The first bias is the stereotype that Japanese work environments are rigid, inflexible, and overly hierarchical. This stems from media portrayals and prevalent narratives about strict corporate cultures in Japan. I tend to assume that Japanese professionals are less open to unconventional ideas or collaborative approaches, which may hinder my willingness to approach them with new or disruptive ideas.

The second bias involves the perception that Japan’s high uncertainty avoidance translates solely into resistance to change and innovation. I believe this might lead me to underestimate their adaptability or flexibility in problem-solving. While they value stability, I now realize that Japanese professionals may also be capable of innovation within structured frameworks, which my biases may overlook.

Part 3: Strategies for Intercultural Competence

To promote intercultural competence, I plan to adopt three key strategies. First, I will practice active listening and seek to understand the context behind Japanese behaviors and communication styles. This involves being attentive to non-verbal cues and formalities that are integral to Japanese interactions, which can differ significantly from American norms.

Second, I will work to manage my ethnocentrism by acknowledging and reflecting on my biases regularly. For example, I will maintain a journal where I document interactions and evaluate whether my assumptions are unfounded or influenced by stereotypes. This self-awareness can help me consciously adjust my approach and avoid premature judgments.

Third, I will educate myself continuously about Japanese culture beyond theoretical frameworks. I intend to participate in cultural competency training, engage with media content such as documentaries and literature by Japanese authors, and seek direct intercultural exchanges when possible. This ongoing learning process will deepen my understanding and mitigate stereotypes, enabling me to interact more effectively and respectfully.

Conclusion

In sum, acknowledging cultural differences through the lens of Hofstede’s dimensions, identifying personal biases, and committing to ongoing self-improvement are crucial steps toward developing intercultural competence. As I prepare for intercultural engagement in my future career, fostering open-mindedness, flexibility, and awareness will be essential in building respectful, effective professional relationships across cultures.

References

• Hofstede Insights. (2023). Country comparison: Japan and United States. https://www.hofstede-insights.com
• Minkov, M., & Hofstede, G. (2011). The evolution of Hofstede’s doctrine. Cross Cultural & Strategic Management, 18(1), 6-20.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
• Nakane, C. (1970). Japanese Society. University of California Press.
• Hofstede, G., & Minkov, M. (2010). Long-Term Orientation and Cultural Change. Asia Pacific Business Review.
• United Nations Development Programme. (2022). Human Development Report: Japan. https://hdr.undp.org
• Yamamoto, T. (2014). Understanding Japanese Business Culture. Business Expert Press.
• McKinsey & Company. (2020). The Japanese workplace: Challenges and opportunities. https://www.mckinsey.com
• Scott, W. R. (2013). Organizations and Organizing: Rational, Natural, and Open Systems Perspectives. Routledge.
• Tadesse, G. (2018). Cross-cultural competence in international negotiations: Lessons from Japan. International Journal of Business and Management, 13(11), 45-58.