32 Building Intercultural Competence (3.2.4)

Working with Others Across Cultures

How can you prepare to work effectively with people from different cultures? The first step is to do your homework. For example, if you are expecting a group of Japanese colleagues to visit your office, take time to learn about Japanese values, customs, and communication styles. Reading reliable sources or English-language news from Japan can provide useful context and help you better understand their perspective.

Preparation shows respect and helps prevent misunderstandings. For instance, Japanese culture emphasizes modesty, politeness, and punctuality. You can demonstrate cultural awareness by trying some of the following behaviours:

• Arriving early to meetings and avoiding overly personal or self-promoting conversation
• Learning etiquette—such as pouring drinks for others or not placing chopsticks upright in a bowl of rice
• Practicing eating with chopsticks
• Learning basic Japanese phrases like “hello,” “thank you,” and “goodbye”

Ask colleagues who have worked in or with Japan for advice. What should you do—or avoid? How should you greet your guests? Learning from others’ experiences builds your confidence and supports respectful, inclusive communication.

Most importantly, remember that effort matters. If you make a mistake, reflect, learn, and move forward. People usually appreciate a genuine attempt to understand and show respect for their culture.

The Intercultural Development Continuum

To grow as an intercultural communicator, it helps to understand how people move from a monocultural mindset (seeing the world through a single cultural lens) to an intercultural mindset (understanding and adapting to other cultures). The Intercultural Development Continuum (IDC), developed by Mitchell Hammer (2012), outlines five stages in this process:

1. Denial – Cultural differences are ignored or dismissed. People may say things like “I don’t see race” or “Everyone is the same.” While this may sound inclusive, it often overlooks real cultural differences and lived experiences.

2. Polarization – Cultural differences are recognized but framed in “us vs. them” thinking. One’s own culture may be viewed as superior—or, in reverse, another culture may be idealized. This mindset increases stereotyping and discomfort.

3. Minimization – Differences are acknowledged, but overly simplified or downplayed. Emphasis is placed on commonalities, which may unintentionally make others feel invisible or misunderstood. Many people in dominant groups fall into this stage.

4. Acceptance – People begin to appreciate both cultural differences and similarities. They recognize how culture shapes behaviours and perspectives, and they respond with empathy and openness.

5. Adaptation – People can shift their communication and behaviour to suit different cultural contexts. They respond thoughtfully and respectfully across cultures, making others feel included and valued.

These five stages are illustrated in Figure 4.7 below.

Figure 4.7: Improving Intercultural Competence

According to Hammer (2009), most people fall into the minimization category. While this stage shows growth, communication challenges can still arise if people assume their approach is the “normal” one. Moving toward acceptance and adaptation requires reflection and practice—but it’s worth the effort. Building intercultural competence is one of the most important communication skills in today’s global workplace.

Attitudes, Knowledge, and Skills

According to Bennett (2009), developing intercultural communication competence (ICC) involves three key areas:

• Fostering attitudes – Curiosity, openness, and a willingness to learn are essential. Wonder and interest help turn discomfort into insight.

• Gaining knowledge – Learn how others think and communicate. For example, some cultures prioritize logic and individualism, while others emphasize relationships and group harmony (Nisbett, 2003).

• Practicing skills – Important skills include empathy, listening, managing anxiety, and resolving conflict. Simply interacting with diverse people isn’t enough. Growth comes from reflection, learning from mistakes, and building new habits.

Both formal and informal experiences help build ICC. Studying abroad, volunteering, or spending time with diverse groups all contribute. Reflecting on your reactions—especially your emotional responses—makes these experiences more meaningful.

Thinking Under the Influence (TUI)

Scholar Brenda Allen (2011) uses the phrase Thinking Under the Influence (TUI) to describe how stereotypes and dominant cultural narratives can unconsciously shape our thinking.

She recommends the following steps:

• Notice your reactions, especially when surprised by someone.

• Ask yourself: Where did that thought come from?

• Reflect on whether bias or stereotypes may be influencing your view.

For example, assuming someone is a criminal based on appearance or being surprised that a person with a disability is witty or accomplished are examples of TUI moments. Allen stresses that even well-meaning people—including herself—can fall into this pattern. The goal is to become more aware and to adjust your thinking.

You can practice this by keeping a TUI journal. Ask yourself:

• What triggered the thought?

• Where did the belief come from?

• What can I do differently next time?

Intercultural competence is not a checklist. It is a lifelong learning process. The more you reflect, adapt, and remain open, the more respectful and effective your cross-cultural communication will become.