To Develop Cultural Competence - Engage! Engage! Engage!

 This is the second post in a series of blogs looking at the issues of CSR, Community Development and Leadership Development and the impact on the small town of Nebaj, Guatemala

There is an organizational truism that has been quoted frequently over the years - `when culture and strategy collides, culture wins every time’.   The best designed and well intentioned strategy can fail or fall short of expectations – including an organization's CSR strategy – if culture is not attended to.  Edgar Schein, a renowned organizational theorist states that `the bottom line for leaders is that if they do not become conscious of the cultures in which they are embedded, those cultures will manage them’.  

When we are placed in situations or experiences that are significantly different from our normal operating environment – for example in a cross cultural community - the culture becomes more visible to us.  When we are in this completely unfamiliar setting, we become more objective about what we see that contributes to the culture– for example the patterns of interactions, stated and unstated values, customs and rituals, language, and metaphors and symbols.  When we are guided in the process of examining what we are seeing, illuminated by the light of our own assumptions and values, we gain a greater understanding of our biases.  The process of examining our biases leads us back to an exploration of our values and assumptions and how they influence our decisions, choices and understandings.

The Acacia Group’s socially responsible leadership experiences are premised on taking advantage of the bright light that shines on our values and assumptions when we enter a community that is culturally different than our own.  One of our host communities is Nebaj Guatemala.  Nebaj is located in the north central region of Guatemala and is home to a significant Maya population.  The people of Nebaj speak little Spanish (the main language of Guatemala), but rather speak the native Ixil dialect.  Life in Nebaj still reflects a culture that predates the Spanish influence and domination of Central America.  The agricultural based lifestyle continues today along with the traditional activity of weaving.  The history of the Ixil has been further impacted more recently by the 1980’s Guatemalan civil war when the surrounding hills were invaded by the Guatemalan army.  The practice of genocide and other atrocities committed against the indigenous people caused thousands of the Ixil to flee the highlands while others were kidnapped and disappeared.  Both history and geography has shaped the community that we see today.

Entering into the town of Nebaj the learner is prompted to hold open their assumptions and to carry questions of inquiry: How has this culture survived? How would the observer describe the interaction, values and beliefs that guide relationships within the community, who helps whom and why, how is product distributed? How does the community hang together? Do we observe cooperation and conflict, the impact of internal and external changes, consensus and coercion? What assumptions am I making about the culture?  How do I enter into this community or any other community? How do I obtain acceptance, credibility, or the right to participate?

In exploring these questions, the learner/leaders participating in the socially responsible leadership experience builds the capacity to see the cultures that exist around them in their day to day life.  The leader gains new insights and skills to help them observe and interact with the cultures in their own organizations.  If it is true that when culture and strategy collides, culture wins every time – then developing cultural competencies is an important part of an effective leader’s development.

Perspective is Everything

It is inevitable that we are biased by our experiences, passions and interests. This week we will write a series of Blogs identifying how that plays out in the world of CSR, Community Development and Leadership Development – the three core areas of The Acacia Group.

Let’s start with this little exercise…go on, humor me. Look at the ceiling, now with your right arm – draw a circle in the air – your arm must move in a clockwise direction. Now….while your arm is moving, slowly lower it and keep making circles until your hand is below your knees. Your arm is now moving in a counter clockwise direction. You would have bet a lot of money that your arm was moving clockwise…this was your truth. I think it was an article in Fast Company years ago that stated…”We all fall in love with the things we think are true”. This simple act illustrates the value of perspective – your hand does not change direction of course...your view does. First you look at it from below and then from above. Same movement – different view.

How Bias Plays Out with CSR

First of all, let’s be clear the bias from a company exists…it is bound to. Fritz Redl a prominent psycho-educator commented on the “value system that oozes from our pores”. Our speech, our manner of dress, our offices, are all manifestations of our respective value systems, and by default you will judge those who are different from you in some way and vice versa. So, understanding this when speaking to an NGO that you wish to do business with is a key factor for success. Let’s list some fundamental, but sometimes overlooked, aspects of establishing the connection between

1. Understand that your need is not their need

Just because you have the desire and the resources to contribute does not mean that you understand how to create the biggest impact. Showing up to a program with a pre-conceived solution to an ill informed notion of a problem is a sure way to create a gap between the NGO, the end beneficiaries and your own organization. Such an approach can breed hostility and resentment and can sabotage a potentially positive relationship. So…..

2. Understand that the time lines are different

Business thinking has to be adjustable, responsive and at times quick to respond to environmental events. Programs that focus on the environment and social change require a great deal of time and commitment to create the change. – Be aware of your time horizon and how that meshes with the needs of the organization you are wishing to work with. If you are looking for a quick win, declare that, but also understand that effective CSR is about strategic alignment of all programs and is not just about a dose of reputation management or good PR. NGO’s are more likely to engage with you and take you seriously if you can illustrate a longer term commitment of ideas and resources. So….

3. Be Prepared to Invest in Relationships

Increasingly post-modern organizations are wising up to the idea that business is better through the development of relationships. The time commitment allows you to actually create chemistry with your prospective NGO or community partner and allows them to get to know you too. (It also allows them to rid themselves of their biases of you). So…

4. Be Clear

CSR is still a business proposition, (yes, it may make you feel good) but the need for clarity of roles and outcomes is fundamentally important. The NGO or community probably does not want to be part of an unhealthy dependency on the work that is being discussed, and you should not end up being responsible for the success or failure of that particular NGO. In sum, make the implicit-explicit.

Perhaps the biggest bias of all is that organizations wishing to grow their CSR presence may perceive that they are the driver in the relationship. New CSR is shifting this however, and in reality the for-profit corporation may need alignment with anl NGO more than the NGO does. The power imbalance is disappearing and organizations seeking to jump on the CSR bandwagon would do well to check their ego and biases at the door.