Assessing Communication Competency for Intercultural Adaptation

Abstract

One of the recurrent problems associated with interpersonal, group, organizational, and intercultural training in communication is the as sessment of outcomes. An approach is suggested for the evaluation of training and selection of programs utilizing behavioral assessment of participants' communication competence. The method involves the sys tematic collection and analysis of behavioral observation data along one or several predetermined dimensions by one or more observers. Prelimi nary use of pilot instruments indicates that the methodology provides a relatively efficient technique for generating reliable assessments of interactive competence in a variety of social settings. A range of uses of behavioral assessment techniques in communication training are dis cussed, and an application in intercultural adaptation training and selection is explored in some detail.

Cross-Cultural Competence in Army Leaders: A Conceptual and Empirical Foundation

“…Behavior can be assessed either by a third-party observer (Ruben, 1976) or by individuals who have personally interacted with a target (Koester & Olebe, 1988). One such measure is the Behavioral Assessment Scale for Intercultural Communication Effectiveness (BASIC) (Koester & Olebe).…”

Negotiating In Cross-Cultural Contexts

“…Cross-cultural competence resides in the negotiator's ability to adapt to the specific communication style of the other side. The effective functioning of the sides in an international negotiation corresponds to the requirements for any successful cross-cultural communication: that is, acting in a way convergent with the purposes and expectations of the other side, as well as with the personal ones [3]. According to Samovar and Porter, "Intercultural communication entails the investigation of culture and the difficulties of communicating across cultural boundaries.…”

Diverse Human Resource And Organizational Productivity: Towards An Analytical Framework

“…Therefore, their ability (attitude & personality) to deal with such unpleasant situation will influence their level of integration in the organisation. In fact researchers argue that in a foreign setting, the acquisition and demonstration of appropriate social skills should be complemented with the right attitude and personality (Brislin, 1981;Ruben, 1976). Some of the personality and attitudinal factors are: flexibility, self-confidence, self-efficacy, openness, motivation, orientation to knowledge, cultural empathy, openness to information, and optimism.…”

“…Depending on the dominant group"s knowledge and attitudes, a diverse employee"s behaviour during interaction in the workplace can be interpreted negatively. In fact experts on expatriate management have underscored the significance of demonstrating "socially appropriate" behaviour when interacting with people from a diverse background (Brien and David 1971;Hammer, et al 1978;Mendenhall and Oddou, 1986;Ruben 1976). Some of the behavioural dimensions that can enhance integration include: ability to develop and maintain satisfying interpersonal relationships with "strangers", accurately understand their feelings, effectively work with them, empathise and effectively deal with their different social customs; ability to enter into meaningful dialogue, initiate interaction and deal with misunderstandings and interpersonal conflict and different communication styles (e.g.…”