Reference no: EM133162646
Leadership in a diverse and multicultural environment (Mary Connerley & Paul Pedersen)
Globalizing intercultural communication (Kathryn Sorrells & Schi Sekimoto)
1. In Chapter 1 (Sorrells & Sekimoto), Nakagawa explains how "productive shame" can motivate us to reframe and reposition our agency and to take action, challenging oppressive systems, and transforming the world around us. How can we address our individual and/or collective shame in the face of racism, sexism, classism, heterosexism, and other isms, and transform it for productive social change? Explain, how an individual may do this through the Intercultural Praxis Model.
2. Using an example from Alexander's personal narrative and the Standpoint Theory (Chapter 2, Sorrells & Sekimoto), discuss how different forms of power--culture, racial, role, and institutional power--intersect to complicate intercultural encounters. Given these intersections, what insights can you glean from Alexander's narrative about how to navigate the complexity of intercultural experiences?
3. What types of influence will a leader likely have if he or she does not consider culture when making decisions? What is the business imperative for developing multiculturally-aware, knowledgeable, and skillful leaders? (Found in Chapter 1 of Connerley & Pedersen, but you are welcome to use any of the information in this module to answer this question.)
4. How can leaders encourage their employees to have a multicultural perspective at all times, and not just during a diversity training workshop or some other specific situation? Identify the benefits of cultural inclusively. (Found in Chapter 2 of Connerley & Pedersen, but you are welcome to use any of the information in this module to answer this question.).
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