This book engages in a critical reading of cultural knowledge. By cultural knowledge I refer to cultural dimensions as introduced by Geert Hofstede, Edward T. Hall and Fons Trompenaars. Their research has manifold been taught to individuals who will face an intercultural setting in their business career at some point in the future. It aims to create understanding for cultural differences in order to decrease emotional discomfort and enhance (business) success of those who acquire the knowledge. At the same time it claims to present a foundation for respect for cultural differences since it gives (an imaginative) room to them. If one studies the knowledge (s)he will be aware of cultural differences and therefore treat them with respect. The book is composed of two perspectives on cultural knowledge. In a first step the book turns to post-colonial theory. Post-colonialism argues how a Western perspective has framed cultural identities and how these representations are flawed by colonial thinking. In a second step a Levinasian perspective is taken on cultural knowledge. The French philosopher Emmanuel Levinas was deeply concerned with our way of approaching the Other. He understood the Other to be incomprehensible to our understanding. The Other’s otherness cannot be „grasped“ by framing her/him into categories. He argued that every encounter is of ethical nature and encouraged each individual to show infinite re-sponsibility (responsebility) towards the Other that is not confined by any pre-knowledge. The book concludes that cultural knowledge has been exposed to significant limitations. These limitations are mainly a product of control interests. Individuals who acquire cultural knowledge and are not (made) aware of its limitations face consequences that may compromise their respect for cultural differences. Even though cultural knowledge presents itself as foundation for respect, it prioritizes understanding for the sake of control. As a consequence respectful representations are not given and respect for cultural differences is only supported as long as it does not threaten control. Ultimately, this book shall present a plea for trainers and teachers of cultural knowledge to become acquainted with the limitations, reflect on them and forward this knowledge to their students. It shall also encourage researchers of cultural differences and other scholars to reflect and perhaps improve on it.

Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization. In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes. In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented? Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise. In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration. The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.

What will it take to create equitable educational opportunities for all students? According to veteran educator Vernita Mayfield, teachers and school leaders need to learn how to recognize culturally embedded narratives about racial hierarchy and dismantle the systems of privilege and the institutions that perpetuate them with knowledge, action, and advocacy. Cultural Competence Now provides a structure to begin meaningful conversations about race, culture, bias, privilege, and power within the time constraints of an ordinary school. The 56 exercises include activities, discussions, and readings in which to engage during each of the four quarters of the school year. School leaders will discover how to facilitate learning through the four steps—awaken and assess; apply and act; analyze and align; advocate and lead—as you and your colleagues * Increase your awareness of privilege and bias. * Adapt your professional practices to meet the needs of all students. * Examine policies and practices that inhibit opportunities for marginalized populations. * Align resources to eradicate inequity in your school. Mayfield offers advice on establishing a safe environment for professional conversations, setting goals for cultural competency, overcoming resistance, reviewing school data and the school's vision and mission through the lens of race and culture, and strategically managing what can be a transformative yet uncomfortable change process. Cultural Competence Now responds to the urgent need to build the cultural competency of educators—for the sake of children and in the interest of supporting and retaining all educators.

The author explores the role that cultural knowledge must play in thinking about a new strategy for counterinsurgency. Although the importance of cultural awareness and understanding of adversary societies has been widely recognized as essential to operations and tactics on the battlefield, its significance has been largely ignored in formulating the broader strategic goals of counterinsurgency. The author highlights the importance of culture, and cultural awareness, in formulating a broad strategy for counterinsurgency which also has wide-ranging implications for U.S. foreign policy.

This book provides a contextualized and balanced look into the timely topic of values in English Language Teaching (ELT) materials with a primary focus on the Chinese context. It features three distinct conceptual and methodological perspectives, namely, perceptions of stakeholders such as material writers, teachers and students, multimodal construction of values, and textual representation of values. It is a valuable resource for those interested in the social, cultural, moral, and ideological dimensions of English education in general, and in the textual and multimodal construction of values in language teaching materials in particular.

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Warfare in the 21st century is far different than warfare throughout the 19th and 20th centuries. Conventional warfare was about kinetic force and bending an adversary by might and strength. Skills valued were those related to mastery of weapons and placing ordnance on target. Courage and valor were defined by conflict, militaries were distinct from the population, and occupation was an enduring stage of war. Contemporary warfare, besides continuing to be an exercise in military strength, is composed of missions that depend on skills to forge interpersonal relationships and build sustainable partnerships with a host of actors that once had no voice or role in conflict’s duration or conclusion. Today, final victory does not conclude directly from conflict, in fact victory may be subsumed into the larger and more consuming equation of international stability. Twenty-first century warfare is about counterinsurgency and counter-terrorism through an array of strategies that foster collusion and collaboration not acquiescence.Cross-cultural competence (3C) is a suite of competencies and enablers that have been identified as critical to instill in expeditionary military and civilian personnel in the Department of Defense (DoD). Defined as a set of knowledge, skills, abilities and attitudes (KSAAs), 3C promotes effective interaction across cultural divides through exchanging ideas and meaning across cultures, facilitating effective cross-cultural interactions to develop and sustain relationships and providing a means to discern meaning from foreign and culturally different behavior. 3C permeates DoD policy, doctrine, strategy and operations and is now being institutionalized in DoD military and civilian education and training. Cross-Cultural Competence for a Twenty-First-Century Military: Culture, the Flipside of COIN is a volume edited by two acknowledged experts on 3C in military learning, policy and research and explores the value and necessity of 3C to developing 21st Century warfighters. This volume features chapters by the editors and a host of multidisciplinary experts that probes all aspects of 3C, from concept to application. The message carried throughout Cross-Cultural Competence for a 21st Century Military is that contemporary and future security endeavors will be successful because winning wars ultimately rest on developing and sustaining cross-cultural relationships as much as it does on weapons and force.