Cultural Preparation for Afghanistan

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EXTREME CQ NEGOTIATIONS
CULTURAL INTELLIGENCE
OPERATING ACROSS CULTURES
Defence Force Preparation – MEAO
Presenter – Nick Stone
2014

MEAO FORCE PREPARATIONS PROGRAM
CULTURAL INTELLIGENCE
OPERATING ACROSS CULTURES
TODAY’S PROGRAM
1. Cultural Intelligence
Cultural general briefing
2. Middle East briefing
Cultural Specific Briefing
3. Extreme CQ Communication (10.00 – 11.30)
 Afghan perspectives and cultures (throughout)
 From Learned Helplessness to Learned optimism
 Reducing insider threat with Cultural Intelligence (CQ)
 Extreme communication skills

Extreme
CQ
Negotiation & Communication:
Lessons Learned in Afghanistan
Review of Literature (Public & Restricted)
1st Hand Discussions,
Interviews & Reports
Cultural Intelligence (CQ)
Practice & Theory

What do Buzkashi and Aussie
Rules have in common?

Buzkashi Rules
‘No teams
No set number of players
No boundaries
No referees, since there are no fouls
The distance between the posts is arbitrary
The game is governed and regulated by its own traditions, by the
social context and its customs, and by the implicit understandings
among the players.
If you need the protection of an official rule book, you shouldn't be
playing.’

The Great Game
Rudyard Kipling it called "the Great Game“: world superpowers
tussling for strategic position. Like all jockeying among sovereign
nations, this too is a game without rules.
When two unrelated games are in progress on the same field, the
players crash into each other and the action gets intertwined.
This has been happening in Afghanistan since the early days of the
19thC.
Each game affects and complicates the other. If you don't realize
there are two different games going on, the action will seem
inexplicable.

http://usacac.army.mil/cac2/call/docs/12-18/ch_2.asp

AFGHAN PERSPECTIVES AND CULTURE
LEARNED HELPLESSNESS (SELIGMAN)
Uncontrollable
bad events
Perceived lack
of control
Generalised
helpless
behaviour

AFGHAN PERSPECTIVES AND CULTURE

2013 SURVEY OF THE AFGHAN PEOPLE
BIGGEST PROBLEMS FACING THE COUNTRY?
SOURCE HTTP://AFGHANSURVEY.ASIAFOUNDATION.ORG/

SHOULD MEN AND WOMEN HAVE EQUAL ACCESS TO EDUCATION?
What % do you think would agree?
SHARED VALUES AND GOALS
CAUSE FOR OPTIMISM
Strongly agree 43%
Agree somewhat 40%
Disagree somewhat 12%
Strongly disagree 4%
No sympathy 63%

HOW MUCH SYMPATHY DO YOU HAVE FOR ARMED OPPOSITION GROUPS?
What % had a lot?
What % had none?
Strongly agree
43%
Agree somewhat
40%
No sympathy 63%
A lot of sympathy 9%
A little sympathy 26%
CAUSE FOR OPTIMISM

In the next five years,
will Afghanistan get better
or worse?
AFGHANISTAN SPEAKS 2014 (30 MARCH)
SOURCE: WWW.ALJAZEERA.COM

REASONS FOR OPTIMISM

REASONS FOR OPTIMISM
0
50
100
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400
1960
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Afghanistan AFG Mortality rate, under-5 (per 1,000 live births)
Australia AUS Mortality rate, under-5 (per 1,000 live births)

 Building relationships - earn the people’s trust by talking to them
(e.g. exchange selected family background info.; discuss positive common
values such as courage, honesty and justice)
 Inquire about social dynamics, frictions, local histories, & grievances
(but avoid taking sides or voicing opinions on politics or religion)
How to build Optimism?
LEARNING OPTIMISM (SELIGMAN)

LEARNED (BUT NOT BLIND) OPTIMISM

LEARNED OPTIMISM

Applications in Operational Culture- Perspectives from the Field:
www.au.af.mil/au/awc/awcgate/usmc/mcu_apps_in_operational_culture.pdf

 Active listening- cross-check information & get the full story.
 Avoid knee-jerk responses based on first impressions or
automatic negative stereotypes.
 Invest the time to really listen.
LEARNED OPTIMISM
SHARED MOTIVES AND VALUES

‘PRECEPTS FOR COUNTERINSURGENCY’
www.fas.org/irp/doddir/dod/jp3_24.pdf
 Support justice and honour. Whenever possible, help people to retain or
regain their honour.
 Act quickly and publicly to deal with complaints and abuses.
 Never allow an injustice to stand unaddressed; never walk away from a
local person who believes he or she has been unjustly treated.
LEARNED OPTIMISM
SHARED MOTIVES AND VALUES

INTERCULTURAL STEREOTYPES
DISCUSS IN SMALL GROUPS FOR 3-4 MINUTES:
1. What common stereotypes about Afghan culture you may have seen
or heard of (e.g. news, media, colleagues, film etc.)
2. Stereotypes of Australian culture that Afghans may have about us.

STEREOTYPE EXERCISE
In groups of 2-3, explain why you Agreeor Disagree × with
the following stereotypes about Australians.
Then decide whether you think each stereotype (if true) is likely
to be an Asset (A) or Liability (L)
- when working in a country like Afghanistan

About Australians:
STEREOTYPE EXERCISE
SOURCE: WHEN TEAMS COLLIDE by Richard Lewis
Stereotype  × A or L
1. There is no instruction manual for correct social or business
behaviour
2. Semi-Americanised
3. Cheerful, always lively and unpredictable
4. Rough diamonds: Lack the international polish of a Dane or a
Swede
5. Blind to the subtleties of many European and Asian cultures
6. Generous and hospitable
7. Sociable, tolerant of others’ ideas, and fond of compromise
8. May shock others with their irreverence to authority
9. Uncomfortable in hierarchical situations, hates arrogance
10. Protector underdogs (“battlers”), wants a “fair go for all.”
On Australian Communication Style:
11. Informal and “matey”
12. Humorous, direct, no inhibitions
13. Will contradict a colleague openly

Helpful when they are:
 Consciously held (vs. automatic )
 Accurate (vs. little/no basis in evidence)
 A ‘1st best guess’, in the absence of other information
than is open to revision (vs. rigid or fixed)
SOURCE: ADLER, N (2008) INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR

‘Poor hygiene, poor discipline, inefficiency, treachery, thieving, unreliability,
illiteracy, technical incompetence, corruption, lack of motivation, and drug
taking… “
‘… cowardly, incompetent, obtuse, complacent, lazy, pot-smoking,
treacherous and murderous radicals.’
ISAF'S ABOUT AFGHAN TROOPS

‘We are infidels and uninvited occupiers of their land, lack cultural
sensitivity, cause civilian casualties, don't know how to control our women -
and disrespect theirs…
… trespass on their property, can't handle hardship, are too regimented,
and are arrogant.
…violent, reckless, intrusive, self-serving, profane, infidel bullies hiding
behind high technology.’
AFGHAN’S ABOUT ISAF

“They come here and they look like they are going to fight us,”
said an Afghan soldier at the outpost.
“They are always talking down to us like we are little children.”
THEIR PERSPECTIVES

Body Amour as Metaphor:
Can appear dehumanising, implies mistrust- how can you restore trust?
MINIMISING INSIDER THREAT

REDUCING INSIDER THREAT
THE STATISTICS

In the 19thC Pashtun militia with a good combat record were known to
turn and shoot their British advisers. Many of these incidents were due to
cultural misunderstandings.
Afghans will do anything to protect strict codes governing Pashtun culture.
They are very sensitive to anything perceived to insult their traditions,
religion and values.
Perceived personal, cultural & religious
transgressions can prompt such rage.
INSIDER THREAT IS NOT NEW
SOURCE: WWW.BBC.COM/NEWS/WORLD-ASIA-19633418

OBSERVATIONS, INSIGHTS & LESSONS, OCT.2012
Yelling, swearing & humiliating will greatly aggravate the situation.
Never do this to an Afghan; they have a strong predilection to resort to
violence under these circumstances.
This is driven by the necessity to preserve honour, and violent
retribution is an accepted norm to maintain such honour.
INSIDER THREATS- AFGHANISTAN HANDBOOK
Personal Altercation
An Afghan may become belligerent from a disagreement with or a
perceived cultural offence by CF targets.

CULTURAL TRAINING AFGHAN TROOPS
MANUAL AND PAMPHLET

Greater respect for local culture & improved treatment of Afghan forces
would minimise the odds of Afghan forces becoming willing to kill their
NATO partners.
There will always be some uncertainty in Afghanistan. But greater
cultural understanding would alleviate some of the tension that
continues to produce violence. (Washington Post 2012)
CULTURAL TRAINING ISAF TROOPS

QAWM
• The basic social unit of Afghanistan that is based on kinship, patron-
client relationships, residence, or occupation.
• It may cross tribal or even ethnic boundaries- more fluid and context
based.
• Typically governed by a ‘jirga’ or ‘shura’ (a council or assembly of
elder males).
AFGHAN CULTURAL KNOWLEDGE

Pashtuns see both the Afghan and Pakistani states as
foreign interlopers in their culture area.
The definition of “foreigner” is elastic and rests in the
eye of the beholder.
Cultures may differ radically between areas within an
insurgent theatre or among different groups in it.
Security forces must work at several cultural levels and
understand:
‒ Local cultures
‒ Jihadist organizational culture
‒ Cultural pressure points for tribal and sectarian
groups
‒ Cultural triggers for opinion in neighbouring countries,
and the culture of foreign fighters

 Greetings – ‘Salaam alay-kun’ (peace be upon you) – ‘Alay-kum salaam’ (and
upon you peace) or say ‘hello’
 Respect prayer time and other religious practices
 Understand approaches to gender: Handshakes, hugs and kisses – only
between same sex
 Personal space – expect closer standing/sitting

Don’t show soles of shoe; shoes off in Mosque & houses
 Hygiene- nose blowing, washing hands
 No back-clapping, pointing fingers, swearing
 Ask permission when taking photographs
 Offer modest gifts for hospitality

 Observance of formalities: titles, protecting honour, follow the lead of
your counterpart
 Socialising: drinking tea, sharing food, sharing stories, exchange of small
gifts, sense of humour, flexible with time, accept invitations

SOURCE HTTP://MOD.GOV.AF/CONTENT/MEDIA/DOCUMENTS/61010201294424973553325325.PDF
“Dealing with the insider threat is counterintuitive….
You need to get closer…
talk to them more…
and you need to be in proximity to them”

Break - 7 minutes

BUILDING ON CULTURAL KNOWLEDGE

INTERCULTURAL NEGOTIATION
YOUR EXPERIENCES
DISCUSS IN SMALL GROUPS FOR 3 - 4 MINUTES:
1. An example of an intercultural challenge you have experienced,
heard of or expect to experience).
2. What strategies did you use- were they successful?
3. What would you do differently?

http://usacac.army.mil/cac2/call/docs/12-18/ch_4.asp

AVOID ASSUMING:
1. You know all the facts:
“Look, it’s obvious that.…”
2. The other side’s
motivations are obvious
(& maybe not so good for
you)
INSTEAD TRY TO BE:
1. Curious: “Help me
understand your
situation.”
2. Open to alternative
explanations
CONSIDER THE BIG PICTURE

AVOID:
3. Making unilateral offers:
“Here’s what I’m willing to
do.…”
4. Simply agreeing to (or
refusing) the other side’s
demands
INSTEAD TRY TO:
3. Ask “Why is that
important to you?”
4. Propose solutions for
critique: “Here’s a
possibility-what might be
wrong with it?”
INVITE BUY-IN

AVOID:
5. Coercion: “Buying” a
relationship
or
Threats: “You’d better agree
or else..”
6. Rigid thinking: “I will
never agree to that
proposal”
INSTEAD TRY TO:
5. Appeal to Fairness:
“What do you think we
should do?”
6. Walk in the other’s
shoes: “How can we each
explain this to our
superiors”
BUILD TRUST

You, the colonel go around the room introducing
yourself.
Suddenly, one of the Afghans stood up, pointed at you,
and says (in front of all the other Afghan officers):
“This man is a
jerk.”
VIGNETTE EXERCISE
SAMPLE VIGNETTE (TRUE STORY!)

VIGNETTE EXERCISE
PRACTICING SKILLS
FOR YOUR VIGNETTE, IDENTIFY WHAT SEEMS TO BE
HAPPENING WITH RESPECT TO:
a) Heart: Drive, Emotions and Motivations
b) Head: Cultural Knowledge and Strategies
And suggest what you should do:
c) Body: Behaviour and Skills
HEAD
knowledge
& strategy
BODY
behaviour
HEART
drive

Try to Avoid thinking:
Hang about, I’ve left my family behind. I’m deployed and I
don’t need to take this crap!
Or Saying:
“Hey mate, I’m here to help you guys,
but you’re not helping me out here.”
VIGNETTE EXERCISE
SAMPLE VIGNETTE CONTINUED

Better to:
‘Bite my tongue and swallow it. I don’t know where he is going with this ...’
But, I understand that to be effective I can never show that I've lost my
temper.
So I say:
“Clearly, you are a wise man, for my wife too thinks I’m a jerk.”
Laughter breaks out. . . .
Why did the Afghan do what he did?
VIGNETTE EXERCISE
SAMPLE VIGNETTE CONTINUED

 There is no silver bullet. There is no set way of Afghan negotiation. Much
has to be worked out from and in the context.
 Keep it personal. All decisions are based on personal relations. Get to know
them, let them know you. It generates trust, which generates action.
 Accept ambiguity. There will often be no immediate answers or even
necessarily predictable outcomes from negotiations.
 Put in the time. Time undergirds relationship. You need a lot of time to
establish a friendly relationship with an elder or senior people.
HOW DO AFGHAN & WESTERN
NEGOTIATION STYLES DIFFER?

Perspective
taking is a
proven
strategy for
building
empathy &
mutual
respect.
INTERCULTURAL SUCCESS:

It’s a complex
balancing act.
What key
points will
you take
away
from this
session?

SUMMING UP
• Perspective taking: Understand and respect cultural values and context:
honour, trust, justice & effects of generations of trauma (CQ Heart & Head)
• Build your own and others’ optimism (CQ Heart) through 2-way cultural
training/learning
• Reduce Insider Threat by applying CQ to negotiations (Heart/Body/Skills):
finding a ‘3rd Way’
• Do reflective debriefs, even informal chats are a very efficient way to promote all
the above.
HEAD
knowledge
& strategy
BODY
behaviour
HEART
drive

SOME FIRST IMPRESSIONS
GREETING FROM JALALABAD
We recently received information from LTCOL Robert Simpson, based in Jalalabad
and who only left Australia for Afghanistan a few months ago...

• Diverse cultures
& contexts
• Qawm

• Respect,
friendship
• Two-way cultural
learning
• Humility

• Shared values &
motives

SOME USEFUL RESOURCES...

Part 3 – EXTREME CQ NEGOTIATION
THANK YOU AND SAFE TRAVELS!
GreatGameEG.mp4

Cultural Preparation for Afghanistan

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