Ethics and intercultural communication in diversity management

Abstract

Purpose The purpose of this paper is to demonstrate that creating shared meanings in dialogical communication is a “must” for diversity management if it wants to fulfill the double promise of promoting both business and ethical goals. By way of meeting this challenge, the authors introduce the negotiating reality theory and education program developed by Victor Friedman and Ariane Berthoin Antal, and examine its ethical underpinnings. Design/methodology/approach The paper is a theoretical exploration which combines ethical and intercultural communication perspectives in the context of diversity management. Excerpts from ethnographic research data are used to illustrate the deficiency of intuitive processes in negotiating reality in practice. Findings The negotiating reality program, originally developed for international business, is equally relevant to diversity management, as it serves to deconstruct value hierarchies embedded in diversity categorizations, and hence enhances seamless and productive cooperation. Learning such communication skills involves personal emotional-cognitive growth, which can be analyzed in terms of Aristotle’s notion of virtue. The authors also argue for the interconnected nature of performance and ethical goals in diversity management. Research limitations/implications Since this is a theoretical paper, empirical research is needed to investigate the pedagogical and rhetorical means which inspire people to develop their intercultural communication skills in various diversity contexts. Practical implications This paper challenges managers to introduce means to develop negotiating reality skills and practices for the benefit of the staff and the whole organization. Originality/value This paper suggests that the focus of diversity management should shift to meanings and intercultural communication, and that ethical considerations are an important part of that.

Difference between genders in attitudes toward ethics in digital business. Evidence from Croatia

“…The contemporary work environment demands high-quality interactions between employees and their respective companies (Velasco Vizcaíno et al, 2023). Motivating a culturally diverse workforce (Isotalus & Kakkuri-Knuuttila, 2018) to uphold ethical standards is crucial for companies to align with their ethical principles, corporate policies, and moral compass within the workplace. Equally important is the establishment of comprehensive guidelines for business ethics programs, integrating classical ethical theories with moral reasoning, virtues, human rights, and codes of conduct (Saurabh et al, 2022).…”

What Makes a Good Diversity Manager?

“…As consulting with others, and the understanding and integration of their perspectives and experiences is a core element in practically wise decision making, diversity managers need to be capable of dialogical communication (Isotalus and Kakkuri-Knuuttila 2018). These dialogical skills are different from the rhetorical skills that are often instilled in management schools; rather, they embody the capability of empathizing with others in a non-judgemental way.…”

Maximizing the Effectiveness of Global Virtual Teams

“…However, those who design cultural training must be careful to avoid emphasizing cultural stereotypes, and instead engage individuals in observation and reflection. To be effective at intercultural communication requires individuals to set aside assumptions and frameworks that guide intracultural communication (Isotalus & Kakkuri-Knuuttila, 2018;Kuiper, 2017). Isotalus and Kakkuri-Knuuttila (2018) referred to a process of 'negotiating reality,' and described the necessity of deconstructing norms and value hierarchies and part of the process of creating shared meaning.…”

“…To be effective at intercultural communication requires individuals to set aside assumptions and frameworks that guide intracultural communication (Isotalus & Kakkuri-Knuuttila, 2018;Kuiper, 2017). Isotalus and Kakkuri-Knuuttila (2018) referred to a process of 'negotiating reality,' and described the necessity of deconstructing norms and value hierarchies and part of the process of creating shared meaning. In the context of international students studying intercultural communication, Kuiper (2017) described the necessity of the leader setting norms for communication, such as format and language, and providing an environment for safe reflection and discussion.…”