Agreements For Multicultural Interactions

Posted by on Sep 10, 2021 in Uncategorized | No Comments

Even if you share offices with colleagues, multicultural factors play a role these days. This means that your employees need to work effectively across different communication styles and cultural backgrounds to achieve business goals. Ikeda is the community coordinator of the East Bay Meditation Center (EBMC) in Oakland, California, which offers meditation and lessons from Buddhist and other wisdom traditions, with a focus on social action, multiculturalism and diverse population groups. “With these agreements, we create structures that are not dependent on personality,” says Ikeda. “They create security for people to develop spiritually and form spiritual friendships and connections with others in this area.” Among the agreements is the willingness to try to do things that may not be what you prefer or are familiar with, not to speak on behalf of the group, to understand the difference between intention and effect, and to use the word “and” instead of “but” to recognize and honor multiple realities. The agreements also require people to refrain from accusing themselves and others, or from being ashamed to “come back” if you tend to talk often, listen carefully, respect the privacy of people in space, and know that you have the right to succeed if you don`t want to speak. “These agreements are based on an understanding of how people of good will, when we come together, will unconsciously replicate forms of domination, oppression and damage in the wider community and society, simply because that is the norm,” Ikeda says, “unless there are interventions, agreements and practices that begin to change this status quo very consciously.” “I started meditating when I was a teenager and I`m now forty-six years old,” says a member of the People of Color Sangha. “I only found my original song when I arrived here about ten years ago. Shahara Godfrey taught a person of color at the front of the room. It was the first time I saw that. At EBMC, every teaching team must have a person of color. It makes a big difference.┬áJust as you want to be respected for characteristic qualities that you can introduce into a group, others do too.?? While different cultures are different, as they show respect (for example.

B arc in Japan), compliance with these general guidelines should yield positive results: one of EBMC`s most innovative programmes is the White and Awakening in Sangha Program (WAS). Ikeda says this program offers Dharma practice through the lens of liberation, which allows those who are part of the dominant white culture to understand what is needed to practice harmoniously and supporting with colorful men and multiracial people. Try new ideas, perspectives. as well as concepts and experiences different from yours. Be ready to open up to new ground and break through old patterns. Remember, “trying” is not the same as “assuming.” Whether you interact with local or global colleagues, you are always working in an intercultural world. And your biggest challenge in virtual teams is intercultural. It`s a whole new level above the other virtual elements of the team that is always hiding in the background.

In our declining world, companies must adapt to this new era where colleagues from many rich cultures compete and collaborate at the same time. Managers find that cultural differences in their virtual teams pose particular problems and opportunities that were not expected. . . .