Asian American Values, Cross-Cultural Communication and the Work Place

Self Examination: I am…

ASIAN AMERICAN VALUES, CROSS-CULTURAL COMMUNICATION AND THE WORK PLACE TechMission, April 2008

Agenda
Self Examination: I am…
Why is Ethnicity Important?
Don’t Stereotype
Asian American vs. Mainstream (Western) Values
What Colleagues May Say About Asian Americans
Asian American Behaviors and Mainstream Perceptions
Good Organizations for Asian Americans
Why This is Important in This Context (Jesus, Justice)
Reflection
Questions // For Possible Future Discussion or Training
Self Examination: Ethnic Identity Questionnaire

Why is Ethnicity Important? 1
A Good Summary Statement from Paul
For though I am free from all, I have made myself a slave to all, that I might win the more. And to the Jews I become as a Jew, that I might win the Jews; to those who are under the Law, as under the Law, though not being myself under the Law, that I might win those who are under the Law; to those who are without law, as without law, though not being without the law of God but under the law of Christ, that I might win those who are without law. To the weak I became weak, that I might win the weak; I have become all things to all men, that I may by all means save some. (1 Cor.9:19-22)
Lesson : God communicates spiritual truths through human languages and cultures. Hence if we are to better understand God, we must understand ethnicity and culture. And if we are to better let God love others through us, we must understand ethnicity and culture.
Self Examination: Ethnic Identity Questionnaire: Take home: Take 20-30 minutes to answer the following questions on your own.

Don’t Stereotype 2
These are generalities and there are always exceptions. These can simply be helpful categories to reflect upon.
As generalizations, may not totally reflect the values of specific Asian Americans or specific Asian groups. While organizations reward those who hold the dominant cultural values at the managerial level, values of both groups are important
For those in minority groups, if brought up in primarily mainstream environments, will have had to learn at least some Mainstream (Western) values to survive.
Those who have lived several generations in the US may find themselves holding values from both cultures.

What Colleagues May Say About Asian Americans 2
From a workshop survey of 40 young professionals, ages 23-35, Asian and non-Asian
General description:
quiet, don’t speak up
Submissive
Good at math/science
Good producers/hardworking
Smart
Well educated
Don’t ask a lot of questions
Not involved with the community
Cliquish with other Asians
Not fluent in English/perceived as foreigners
Loyal/don’t do a lot of job-hopping

What Colleagues May Say About Asian Americans 2
From a workshop survey of 40 young professionals, ages 23-35, Asian and non-Asian
Perceived behaviors:
They tend to not speak up in meetings or wait their turns in meetings.
They rarely complain about policies or work initiatives.
They form Asian cliques.
They are soft-spoken and don’t make much eye contact.
They’re not good at self-promotion and marketing themselves.
They tend to be risk averse.
They are always busy working and never have time to socialize after hours.

Asian American Behaviors and Mainstream Perceptions 3 Asian American Behavior Possible Interpretation by Person from Mainstream Culture
Quiet, doesn’t speak up
Isn’t interested, doesn’t understand or knows it all
Not assertive (according to the dominant value)
Lacks leadership, could not be authoritative when necessary
Limited facial expression, demonstrative behavior
Has no investment in the matter at hand, no feeling; therefore seems to have no vulnerability, which could be a threat

Doesn’t complain, good worker
Not interested, lacks knowledge or information, unwilling to share, secretive, lacks confidence
Doesn’t socialize after work
Lacks respect, shows no interest, no confidence, is unable to read nonverbal cues of those he or she is talking to, shifty, untrustworthy

Unwilling to take chances
Lacks leadership skills to manage a group
Speaks with an accent
Is not credible; doesn’t know much; can’t speak, read, write or understand English
Physically short, small
Lacks maturity, has limited ability to influence, organize, motivate others

Asian American Behaviors and Mainstream Perceptions 2 Behavior Perceived Liability Positive Attributes Respect for authority
Perceived as a yes-man
Does not push back or speak up about issues
Exploitable
Genuine loyalty to employer
Has desire to learn from others; is “teachable”
Collectivist
May not make decisions quickly
Not considered innovative or out-of-box thinker
Afraid to stand out from the pack
May avoid conflict to save face with the group
Collaborative decision maker
Inclusive leader
Easy to work with

Asian American Behaviors and Mainstream Perceptions 2 Behavior Perceived Liability Positive Attributes Controlled/emotionally restrained
Unemotional, lacks enthusiasm and drive
Lacks passion about organization’s mission
Arrogant, not interested in work product
Has internal strength to tolerate crisis situations; does not “lose it”
Demonstrates a resilience to changes in organizational structure
Modest/humble about accomplishments
Work efforts go unrecognized
May be overlooked during promotion season
May not get assigned high-visibility projects or to special task forces
Encourages team members to receive credit for their work
Team player

Asian American vs. Mainstream (Western) Values 3 Asian American Values Mainstream (Western) Values
Self control/discipline
Speaks only when spoken to
Inner stamina/strength to tolerate crisis
Solid performer
Doesn’t show emotions
Spontaneity/casualness
Importance of social skills, informal relationships, small talk
All right to show all kinds of emotion
Promote flexibility
Fatalism
Acceptance of ambiguity and uncertainty
More patient, more ready to accept things as they are
Respect for change/control over one’s environment/belief in self-determination
More risk-taking
More aggressive
Concrete/strive for explicitness
Initiates

Obedient to authority/ Respect for elders
Respect those who lead
Loyal
Trustworthy
Follow through on assignments
All right to question authority
Anticipates problem areas, opportunities and initiates appropriate actions
No fear of challenging or opposing authority; ability to push the envelope with parents, professors, bosses, clients
Humbleness
Low individual visibility
Power is shared with others
Cites Accomplishments
Visibility (individual) is all right
Rewards individual for outstanding actions
Power is perceived as individual power

Collective decision-making and Community over individualist thinking
Proving the sources
Collective responsibility and ownership
Interdependence
Strong sense of teamwork
Tough, individualistic and authoritative leadership
Individual leadership
Individual responsibility
Independence
“ pioneer spirit”

Characteristics of Organizations That May Be Helpful for Asian American Leaders 3
Are self-aware about different leadership styles (ie direct-indirect, male-female, loud-quiet, assertive-deferential)
Value and openly discuss different styles
Value “processing” as much as making the decision
Develop minority viewpoints and styles of expression
Have a corporate ethos that encourages diversity and multiethnicity throughout the entire organization, no just for those who are “into it”; it’s a place where ethnicity and ethnic identity issues are affirmed
Have top leaders who have an awareness of institutional and systemic injustice within their organization and are doing something about it
Are willing to fund training opportunities and cross-pollination for Asian American leaders with other Asian American or minority leaders – inside and outside the organization
Recognize Asian Americans as Americans, don’t refer to Asian Americans as “Orientals” or Asians

Group Discussions: Possible Challenges for Asian Americans
Finding Space, Finding Voice: A challenge because:
allowing space for everyone else to speak, less likely to interrupt or risk interrupting or “jump in”
responds to the collective group: tracks/stays on topic, less likely to jump topics, likely to listen to what everyone in the group says and then formulate a thought based on that and then respond
Sometimes only speak if feel have something ‘valuable” to contribute to the group – sensitive to audience, responsive to what others have said, may not repeat what someone else has already said or if the thought is not new
Being able to speak w. conviction vs. uncertainty (group consensus) 2
May back down too easily when challenged/difficult to disagree publicly or defend work (obedience, authority) 2

Suggestions for Group or Classroom Discussion Leaders
Value both listening and speaking as engagement
Be aware that cultural values may affect presentation and behavior, but not substance
One to one meetings may get more thoughts from person
Try different styles: If soliciting feedback:
Go around the group, taking turns so that everyone has an opportunity to speak
Give people time to think or prepare ahead of time
Allow space for silence

Why is this important in this context (Jesus, Justice)
Historical and present oppression: immigration laws & labor, model minority stereotype, perpetual foreigner stereotype, male and female stereotypes
Church participates in these systems: ethnocentric (demands acculturation or assimilation)
Response:
Need for dominant culture/ culture of power to learn about itself (and also learn about injustice) and submit or include in cross-cultural contexts
Need for non-dominant groups to learn about own culture and history
Affirmation and honoring of cultural values in the image of God (ex: friend re: thoughtfulness/selflessness of Asian Americans)
Validation of group specific ministry for non-dominant groups
Build bridges in the body
Both dominant and non-dominant groups model inclusive leadership

Reflection
Your culture or ethnic identity: Take a few minutes to jot down some observations and responses–
Candlestick: light or insights
?: questions
Arrows: ouch or conviction
What are some areas of growth for you and possible next steps to grow in those areas?

Questions // For Possible Future Discussion or Training
What was helpful? What would you like to know more about? What bugged you? What are things you would like to discuss more in the future?

Appendix

How Do Non-Asians View Asian America? (survey May 2001) 3
46% believe that Chinese Americans passing on secret information to the Chinese government is a problem
34% feel Chinese Americans have too much influence in the U.S. technology sector
32% feel Chinese Americans always like to be at the head of things
32% feel Chinese Americans don’t care what happens to anyone but their own kind
19% see the increase of the Asian population as being bad for the United States
25% of all surveyed had very negative attitudes and stereotypes of Chinese Americans.
Most non-Asian Americans couldn’t tell the difference between Chinese Americans and other Asian Americans and registered similar percentages about other Asian Americans.

“ Asian American unfriendly” organizations will likely have… 3
No Asian Americans in at least middle management positions
No Asian American board members
No possible advocates or mentors who have a good understanding of Asian Americans
Poor funding for training and development of Asian Americans in leadership roles
Nothing or very little in the long-range plan for recruitment and development of Asian American leaders
Senior leaders who call Asian Americans “Orientals” or Asians, and don’t recognize them as Americans
A majority culture ethos with little hope or interest in changing; ethnicity and ethnic identity issues are ignored or bad-mouthed
Poor track record of retaining Asian American personnel

Some Statistics 2
1995: of the top 1,000 industrial firms and 500 largest businesses in the U.S., only 3% of senior managers were professionals of color
2003: women and minorities make up 2/3 of new labor force entrance annually
In the silicon valley, where Asian Americans comprise 30% of technology professionals, 1993: white people hold 80% of managerial positions, vs. 12.5% for Asian Ams .
2003: Asian women make up less than 0.5% of corporate officers at the 429 Fortune 500 companies that provided these data:
Out of 10,092 Fortune 500 corporate officers in 2002, only 30 (0.29%) were Asian women

Definitions 2
Acculturation is adapting to new cultural patterns of the dominant culture while continuing to maintain values, perspectives, and features of one’s native culture.
Assimilation is adopting the dominant culture’s behaviors, values perspectives, and characteristics at the expense of one’s own cultural characteristics.

Sources
Mako Nagasawa// InterVarsity Training
Breaking the Bamboo Ceiling , Jane Hyun
Invitation to Lead , Paul Tokunaga

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Asian American Values, Cross-Cultural Communication and the Work Place

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Asian American Values, Cross-Cultural Communication and the Work Place Presentation Transcript