Managerial Communication: Case Study 1 (TU 2021 April)

Managerial Communication: Case Study (TU 2021 April)

Read the following case and answer the questions asked below. 

On the morning after the Academy Awards, I awoke with a question on my mind: “What do movies do best?’’ Do they help us understand the challenges others face? Do they teach us about other cultures and diverse backgrounds, or do they just make us feel good? While all of these are possible, consider this: movies allow us to work out our own emotional issues through the actions of the characters on screen. When Crash won the Academy Award for Best Picture in 2006, I was thrilled. Why? Because the movie did what it was supposed to do. It made a whole lot of people “uncomfortable”. For some, it evoked memories of their own discrimination experiences; for others, it calls to mind their won biased behavior or that of someone close to them. But is that enough? Of course it’s not enough. 

Now, it’s up to you and to me and to anyone left with emotional questions to answer after seeing the film to take action and expand their understanding. What do we do with unconscious fears and unspoken prejudices the movie uncovered? If we don’t find them, understand them, and deal with them, we end up repeating behavior that creates cross-cultural misunderstandings. Fear-based behavior comes up when we least expect it as we experience racism, ageism, wealthism, homophobism or any number of “isms” and can’t believe it’s happening to us, inside of us, around us, or, in the worst case, that it’s actually perpetrated by us-even today. Kenneth Turan, film critic for the LA Times, suggests that Crash is a “feel-good movie about racism…a film that could make you believe that you had done your moral duty and examined your soul when in fact you were just getting your buttons pushed.” He used this as a reason that the ‘’liberal’’ Academy voters chose Crash over Brokeback Mountain for the Best Picture award. Both movies made people distinctly uncomfortable.

My diversity partner, Dr Jo Ann Piata, and I submit that Crash pushed more buttons. More people identified with the discomfort of Crash. We ask, “What’s wrong with a little button pushing if it pushes people out of their comfort zones and into change?” Now the job to be done is to bridge the learning and understanding we garnered from Crash and apply them to our lives and our businesses or the movie’s mission has been wasted and we will prove Kenneth Turan’s pessimistic view to be right.

Button pushing can be manipulative or it can be healing; it’s our choice. What can you do now? Listen to the prejudiced voices in your own head–they create cultural blocks. Notice the way you interact with others. Who do you choose to be with? Are the people around you similar to you or different than you? If you sense discomfort when close to someone who you perceive to be different from you, take just a few moments to imagine what it would be like to live that person’s life. How does that feel? Look below the surface of behaviours to identify the values and beliefs that drive particular behavior. Do this for a few days, and then write down the thoughts and feelings that make you uncomfortable. Now try to determine who influenced you to think and feel this way. Once you answer that question, you can make a choice to give that thinking back to its original source and change your own thinking, feeling, and behaving. This is an exercise you may use for the rest of your life–it will definitely keep you from crashing.

Questions:

1. Are your work relationships limited to the people who hold similar values and beliefs? Mention one area of sensitivity that you are not able to handle while dealing with people.
2. What kinds of teams and groups have you been a part of, either at work or in your personal life? Analyse a professional or personal experience that created cultural block in you.
3. Given that today's business environment is becoming more culturally diverse, what are the barriers to developing intercultural sensitivity? What strategies can you use to have a strong relationship with someone who you frequently disagree with?

Answers:

1. Are your work relationships limited to the people who hold similar values and beliefs? Mention one area of sensitivity that you are not able to handle while dealing with people.
   
   
   It is common for people to naturally gravitate towards those who share similar values and beliefs. However, it is important to have diverse perspectives in the workplace to foster creativity, innovation, and inclusivity. 
   In my case, I can assure that my work relationships are not limited to people who hold similar values and beliefs. I recognize the importance of diverse perspectives in the workplace. Although it can be challenging, I actively seek to build relationships with individuals who hold different values and beliefs to broaden my understanding and promote personal growth. 
   One area of sensitivity that individuals may struggle with while dealing with others is discussing political or religious beliefs. These topics can be deeply personal and emotionally charged, often leading to conflicts or misunderstandings. However, I strive to approach these conversations with respect, open-mindedness, and a willingness to listen and understand different perspectives.
   
   
2. What kinds of teams and groups have you been a part of, either at work or in your personal life? Analyze a professional or personal experience that created a cultural block in you.
   
   
   I have been a part of various teams and groups, both in my professional and personal life. These include project teams at work, sports teams, volunteer organizations, and social clubs. Being a part of diverse groups has exposed me to individuals with different backgrounds, experiences, and perspectives.
   One professional experience that created a cultural block for me was when I joined a team where the majority of members belonged to a culture different from my own. Initially, I found it challenging to understand their communication styles, values, or social norms, which led to misunderstandings and barriers to effective collaboration. However, I recognized the importance of cultural diversity and made a conscious effort to learn about their culture, engage in open dialogue, and embrace diversity. Over time, I was able to overcome the cultural block and develop a deeper understanding and appreciation for their perspectives.
   
   
3. Given that today's business environment is becoming more culturally diverse, what are the barriers to developing intercultural sensitivity? What strategies can you use to have a strong relationship with someone you frequently disagree with?
   
   
   Barriers to developing intercultural sensitivity in a diverse business environment can include:
   
   
   a) Stereotypes and biases: Preconceived notions and stereotypes about different cultures can hinder genuine understanding and create barriers.
   b) Lack of cultural awareness: Insufficient knowledge or understanding of different cultures can lead to misinterpretation, miscommunication, and misunderstandings.
   c) Communication challenges: Differences in language, communication styles, nonverbal cues, and norms can hinder effective communication and relationship-building.
   
   
   To overcome these barriers, I can employ the following strategies:
   
   
   a) Active listening: Truly listen to the other person's perspective, seeking to understand rather than debate or argue. Show empathy and acknowledge their viewpoint.
   b) Respectful dialogue: Engage in respectful and constructive conversations, focusing on shared goals or interests. Maintain open-mindedness and be willing to reconsider your own opinions.
   c) Cultural sensitivity: Develop cultural awareness by educating yourself about the other person's culture, values, and communication styles. Be mindful of cultural differences and adapt your approach accordingly.
   d) Collaboration and compromise: Find common ground and areas of agreement to work together on shared objectives. Seek win-win solutions and be willing to make compromises when necessary.
   e) Building relationships: Foster personal connections by engaging in non-work-related conversations and activities. Building trust and rapport can help overcome disagreements and foster stronger relationships.