Through The Lens Of Cultural Awareness

An American officer presents an invaluable handbook for dealing with culturalissues in the Middle East during military operations.

Conducting the Global War on Terrorism (GWOT) and projecting United States (US) influence worldwide has meant an increasing number of US diplomats and military forces are assigned to locations around the world, some of which have not previously had a significant US presence. In the current security environment, understanding foreign cultures and societies has become a national priority. Cultural understanding is necessary both to defeat adversaries and to work successfully with allies.

YOUR Unique Cultural Lens is a guide to help you develop your own cultural competence - your ability to effectively interact, communicate and influence across cultures at home or overseas. It advocates that the most efficient way to do so is by increasing your self-awareness and supports your efforts through the Unique Cultural Lens (UCL) Exercise. Your UCL is your own set of perception filters (biases) accumulated over a lifetime. It reflects the rich ancestral, cultural, educational and experiential heritage you emerged from and informs who you are now. Together, these filters define your authentic self, influence how you perceive and interact with the world, and affect the decisions you make - whether you are consciously aware or not of them.By increasing your own self-awareness, Your Unique Cultural Lens argues you will more effectively be able to create the conditions for better, more inclusive and more productive working environments.

This document defines a way US military leaders can prepare for and conduct military operations through the lens of cultural awareness. It provides a method for helping military commanders, staffs, and trainers engage successfully in any type of operation with an emphasis on postconflict stability operations. It also suggests modifications to the traditional intelligence preparation of the battlefield (IPB) and the military decisionmaking process (MDMP) to address the analytical difficulties posed by the conduct of military operations within and among different cultures. This study will be of interest to US Armed Forces and intelligence community personnel planning for or conducting operations in Arab and Middle East countries. It will also be of interest to any armed forces, law enforcement, or intelligence community personnel that need to assess the intentions, motivations, and decisionmaking styles of persons from other cultures.

The Global War on Terrorism (GWOT) has sent U.S. diplomats and troops around the world. In the current security environment, understanding foreign cultures is crucial to defeating adversaries and working with allies. Lt. Col. William D. Wunderle explains how U.S. soldiers and commanders can look at military interventions—from preparation to execution—through the lens of cultural awareness, while always minding post-conflict stability operations. He also suggests much-needed changes to the traditional intelligence preparation of the battlefield (IPB) and the military decision-making process (MDMP). Fascinating, concise, and timely, this is a must-read for military personnel, the intelligence community, and anyone seeking to grasp the motivations and decision-making styles of people all over the globe.

Conducting the Global War on Terrorism (GWOT) and projecting United States (US) influence worldwide has meant an increasing number of US diplomats and military forces are assigned to locations around the world, some of which have not previously had a significant US presence. In the current security environment, understanding foreign cultures and societies has become a national priority. Cultural understanding is necessary both to defeat adversaries and to work successfully with allies. As indicated by recent experiences in Iraq, Afghanistan, and Somalia, understanding Islamic cultures is particularly important. This document defines a way US military leaders can prepare for and conduct military operations through the lens of cultural awareness. It provides a method for helping military commanders, staffs, and trainers engage successfully in any type of operation with an emphasis on postconflict stability operations. It also suggests modifications to the traditional intelligence preparation of the battlefield (IPB) and the military decisionmaking process (MDMP) to address the analytical difficulties posed by the conduct of military operations within and among different cultures. Initially, this research was undertaken to support military training conducted at the Joint Readiness Training Center (JRTC) and the National Training Center (NTC). In its final form, however, this research will serve to inform additional studies as well as projects, conferences, and training conducted throughout the Department of Defense (DOD), Department of State (DOS), and miscellaneous intelligence agencies. This study will be of interest to US Armed Forces and intelligence community personnel planning for or conducting operations in Arab and Middle East countries. It will also be of interest to any armed forces, law enforcement, or intelligence community personnel that need to assess the intentions, motivations, and decisionmaking styles of persons from other cultures.

This open access book explores cultural competence in the higher education sector from multi-disciplinary and inter-disciplinary perspectives. It addresses cultural competence in terms of leadership and the role of the higher education sector in cultural competence policy and practice. Drawing on lessons learned, current research and emerging evidence, the book examines various innovative approaches and strategies that incorporate Indigenous knowledge and practices into the development and implementation of cultural competence, and considers the most effective approaches for supporting cultural competence in the higher education sector. This book will appeal to researchers, scholars, policy-makers, practitioners and general readers interested in cultural competence policy and practice.

This paper examines the function that cross-cultural competence (3C) has for NATO in a military context while focusing on two member states and their armed forces: the United States and Germany. Three dimensions were established to analyze 3C internally and externally: dimension A, dealing with 3C within the military organization;dimension B, focusing on 3C in a coalition environment/multicultural NATO contingent, for example while on a mission/training exercise abroad;and dimension C, covering 3C and NATO missions abroad with regard to interaction with the local population. When developing the research design, the cultural studies-based theory of hegemony constructed by Antonio Gramsci was applied to a comprehensive document analysis of 3C coursework and regulations as well as official documents in order to establish a typification for cross-cultural competence. As the result, 3C could be categorized as Type I – Ethical 3C, Type II – Hegemonic 3C, and Type III – Dominant 3C. Attributes were assigned according to each type. To validate the established typification, qualitative surveys were conducted with NATO (ACT), the U.S. Armed Forces (USCENTCOM),and the German Armed Forces (BMVg). These interviews validated the typification and revealed a varied approach to 3C in the established dimensions. It became evident that dimensions A and B indicated a prevalence of Type III, which greatly impacts the work atmosphere and effectiveness for NATO (ACT). In contrast, dimension C revealed the use of postcolonial mechanisms by NATO forces, such as applying one’s value systems to other cultures and having the appearance of an occupying force when 3C is not applied (Type I-II). In general, the function of each 3C type in the various dimensions could be determined. In addition, a comparative study of the document analysis and the qualitative surveys resulted in a canon for culture-general skills. Regarding the determined lack of coherence in 3C correlating with a demonstrably negative impact on effectiveness and efficiency as well as interoperability, a NATO standard in the form of a standardization agreement (STANAG) was suggested based on the aforementioned findings, with a focus on: empathy, cross-cultural awareness, communication skills (including active listening), flexibility and adaptability, and interest. Moreover, tolerance of ambiguity and teachability, patience, observation skills, and perspective-taking could be considered significant. Suspending judgment and respect are also relevant skills here. At the same time, the document analysis also revealed a lack of coherency and consistency in 3C education and interorganizational alignment. In particular, the documents examined for the U.S. Forces indicated divergent approaches. Furthermore, the interview analysis disclosed a large discrepancy in part between doctrine and actual implementation with regard to the NATO Forces.