Applying International Principles to Domestic
Multicultural Communication
By Dr. Rochelle L. Ford, APRAssociate Dean
John H. Johnson School of Communications
Howard University
Session Goals• Understand the importance of
multicultural public affairs • Conduct better multicultural
communication campaigns and strategies with domestic audiences.
• Apply cultural competencies to local publics
Public Affairs
• Management function of building and maintaining mutually beneficial relationships between the Navy and its publics on whom the Navy’s success or failure depends.
(Modified Cutlip, Center and Broom)
Process of Public Affairs• Management of Communication
between the Navy and its publics (modified Grunig and Hunt)
– Research– Objectives– Plans and Programming– Evaluation
Public Affairs• 360° Branding• Relationship is key• Long-term is key• Reflection of social identity• Meet social and cultural needs• Play a role in social and cultural life• Caring about the whole individual/public
International Public Affairs
• Management function of building and maintaining mutually beneficial relationships between the Navy and publics in different countries on whom the Navy’s success or failure depends.
Culture• sum total of ways of living including
behavioral norms, linguistic expression, styles of communication, patterns of thinking, and beliefs and values of a group large enough to be self sustaining transmitted over the course of generations
Culture• High-context and
low-context cultures• Dimensions of time• High-touch and low-
touch cultures• Relationship to
nature• Hofstede’s Five
Cultural Dimensions
Hofstede’s Cultural Dimensions
• Power Distance Index (PDI)
• Individualism (IDV)• Masculinity (MAS)• Uncertainty Avoidance
Index (UAI)• Long-Term Orientation
(LTO)
Source: http://www.geert-hofstede.com/index.shtml
USA
• High Individualism• High Masculinity• Low Long Term
Orientation• Low Power Distance• Low Uncertainty
Avoidance
Important International Factors
• Intercultural Sensitivity
• Values
• Language
• Social Roles and Social Identity
• Avoidance of Ethnocentricity
Acquire Cultural Competency
• Mindfulness• Patience• Tolerance for ambiguity• Openness • Self control• Adaptive sensitivity
Cultural Sensitivity Competence• Personal
– Self-awareness– Sensitivity toward publics
• Skills– Research– Understanding of publics
• Experience– Multicultural Communication– Formal training– Exposure
Cultural Sensitivity in Advertising
Europe Europe Saudi Arabia Saudi Arabia
Diversity Exists WITHIN Societal Cultures
Diversity
• All of the differences that exist in people
• Primary– Generally can’t change
• Secondary– Fluid characteristics
Re-think General Market• General Market does have Culture. • Dominant Cultural Communication is more accurate
term• Label communication intra-cultural to when the Navy
is from or associated with same cultural group• Recognize the Diversity within Caucasian Americans
– Region,Religion, Education,Sexual Orientation– Gender, Age
Public Affairs MUST Communicate Across Differences Effectively
Communicate Across Differences
• Navy Diversity Directorate established:– Provide Navy leadership with the
tools and resources to help create and sustain a cultural awareness that values diversity and an environment where every individual prospers and contributes to the mission.
Importance of Multicultural Communication Campaigns
• Diversity Directorate:– Our Navy is a team whose people are treated with
dignity and respect, and are encouraged to lead and feel empowered to reach their full potential. -- internal
– Our Navy harvests and represents the strength of the Nation's diversity. -- external
• Changing Media-focus from mass to targeted/niche/customized
Diversity within your publics• Internal publics
– 15% female officers; 15.4% females enlisted
– Active Duty Enlisted:• 51.7% Majority (Caucasian/non Hispanic) • 20.8% African American• 12.7% Hispanic• 14.8% API/NATAM/other
– Active Duty Officer:• 80.2% Majority• 8.3% African American• 5.5% Hispanic• 6% API/NATAM/other
Diversity within your publics• Internal publics
– Reserve Component:• Enlisted:58% Majority; 42% Minority • Officer: 84% Majority; 26% Minority
– Civilian:• 65% Majority; 45% Minority
– Religion, age, years of service, education, martial status, etc…
Diversity in external publics• Hispanics
• 44.3 million Hispanics, 14.8% of total population of 299 million (2006)
• Hispanics accounted for one-half of the nation’s growth (2000- 2006)
• Hispanic growth rate (24.3%) was more than three times the growth rate of the total population (6.1%)
Diversity in external publics• African American/Black
– 40.7 millionAs of July 1, 2007, the estimated population of black residents in the United States, including those of more than one race.
– 13.5% of the total U.S. population.
– An increase of more than half a million residents from one year earlier.
Diversity in external publics• Asian/Pacific Islander
– 15.2 million of U.S. residents in July 2007 who said they were Asian alone or Asian in combination with one or more other races.
– 5% of the total population.
– 2.9%growth of the Asian population (2006-2007), the highest of any race group during that period.
Segmentation Segregation• Segmentation is based on
functional descriptions and similarities
• Segregation is based on dysfunctional stereotypes
Challenge with Cultural Identity• Avowal vs. Ascription
– Choice– Marketers tend to ascribe
• Situational Prominence– Salience
• Values• Socialization Process
– Institutions: family, educational, economic, political, religious
– Media: shape and reflect
• KEY: RESEARCH
Research
• Public Opinion Leaders
• Media Leaders
• Officials
• Local organizational leaders/activities
• Affinity groups
Elements of Excellence in Multicultural Communication
• Interdependence• Cultural Sensitivity• Value Diversity• Symmetrical
Relationship/Communication• Conflict Resolution/Avoidance• Staffing• Competence
Elements of Excellence in Multicultural Communication
• Interdependence– cultural publics/markets are people who
can affect the organization/brand and be affected by the organization/brand
• Political• Economic• Social
Elements of Excellence in Multicultural Communication
• Cultural Sensitivity– perceive and recognize the cultural dimensions or
patterns that can affect the perceptions, attitudes and behaviors of the organization’s cultural publics/markets.
• Avowal identity vs.Ascribed identity• Impact of identity on brand/issue• Stereotype Avoidance
Elements of Excellence in Multicultural Communication
• Value Diversity– acknowledge and respect the diverse
perspectives that may be brought by the organization’s cultural publics/markets
• Recognizing diversity exist within cultural publics• Tailoring message/creative to cultural cues• Timing of campaign reactionary/ preventative• Accepting of diversity internally (formally/informally)• Continuing or establishing relationship
Elements of Excellence in Multicultural Communication
• Symmetrical Communication– Use open, two-way communication techniques to
foster long-term relationships and mutual understanding between the organization/brand and its cultural publics/markets
• Diversity of interpretation• Agenda known to public• Trust building (cooperation,faith, care, support)• Acceptance and Appreciation (neglect)
Elements of Excellence in Multicultural Communication
• Conflict Resolution– can and should promote and maintain
relationships between the organization/brand and its cultural publics/markets through negotiation and compromise as means to resolving conflict
• Explain values of organization/brand and discover values of public/market
• Explain actions/decisions (process) of organization/brand goals and discover actions/decisions (process) public/market
Elements of Excellence in Multicultural Communication
• Staffing– Campaign practitioners should be aware of how
their own cultural backgrounds may shape their perspectives
• Know how your cultural background might influence decision/action/attitudes
• Know similarities/differences with target cultural public/market
• Staff account with those who can create from cultural publics perspective
Grade
2009 PAO Inventory
Majority: 169 (79%)
Minority: 48 (21%)
Compare to 2008 PAO?
Better than 2009
Navy?
2009 PAO Inventory
Male: 143 (66%) Female: 74 (34%)
Compare to 2008 PAO?
Better than 2009 Navy?
O-7 0/2 = 0% Same, 0% No, 5% 0/2 = 0% Same, 0% No, 6%
O-6 3/18 = 17%
(2 AA, 1 API)
Yes, 15% Yes, 9% 3/18 = 17% Yes, 15% Yes, 12%
O-5 8/39 = 21%
(3 AA, 4 API, 1H)
No, 23% Yes, 14% 14/39 = 36% Same, 36% Yes, 13%
O-4 13/64 = 20%
(8 AA, 2 API, 3 H)
Same, 20% Same, 20% 19/64 = 30% Same, 30% Yes, 13%
O-1
To
O-3
24/94 = 26%
(11 AA, 9 API, 4 H) Same, 26% Yes, 20% 39/94 = 41% Yes, 38% Yes, 17%
Minority Gender
Officers – Community Shape
Grade
2009 PAO Inventory
Majority: 165 (81%)
Minority: 41 (19%)
Compare to
2008 PAO?
Better than
2009 Navy?
2009 PAO Inventory
Male: 143 (66%)
Female: 74 (34%)
Compare to 2008 PAO?
Better than
20009 Navy?
O-7
AA: 0/2 = 0% Same 0% No (4%)
0/2 = 0%Same 0% No (6%)API: 0/2 = 0% Same 0% Same (0%)
H: 0/2 = 0% Same 0% Same (0%)
O-6
AA: 2/18 = 11% Yes 5% Yes (3%)
3/18 = 17%Yes 15% Yes (12%)API: 1/18 = 6% Yes 5% Yes (2%)
H: 0/18= 0% No 5% No (3%)
O-5
AA: 3/39 = 8% No 10% Yes (6%)
14/39 = 36%Same, 36%
Yes (13%)API: 4/39 = 10% Same 10% Yes (3%)
H: 1/39 = 3 % Same 3% No (4%)
O-4
AA: 8/63 = 13% Yes, 11% Yes (9%)
19/64 = 30%Same 30% Yes (13%)API: 2/63 = 3% Same 3% No (5%)
H: 3/63 = 5% Same 5% No (7%)
O-1
To
O-3
AA: 11/94 = 12% Yes 11% Yes (9%)
39/94 = 41%Yes 38% Yes (17%) API: 9/94 = 10% Same, 10% Yes (5%)
H: 4/94 = 4% No 6% Same (6%)
Officers – Community Shape
Minority Gender
Green – exceed Navy Yellow 90-100% of Navy Red - less than 90% of NavyGreen – exceed Navy Yellow 90-100% of Navy Red - less than 90% of Navy
Grade White Hispanic AA API Multiple M F M F M F M F M FNavy Enlisted 46.3% 5.9% 11.6% 2.4% 16.5% 4.5% 9.4% 1.6% 1.4% 0.3%All Navy E-9 75.4% 3.7% 4.4% 0.3% 10.8% 1.0% 3.7% 0.4% 0.5% 0.0%E-9 44.4% 11.1% 11.1% 11.1% 22.2% 0.0% 0.0% 0.0% 0.0% 0.0%All Navy E-8 66.9% 3.7% 5.7% 0.4% 13.4% 2.1% 6.7% 0.3% 0.6% 0.1%E-8 71.4% 14.3% 5.7% 2.9% 2.9% 2.9% 0.0% 0.0% 0.0% 0.0%All Navy E-7 58.7% 4.1% 7.6% 0.7% 16.7% 2.6% 8.4% 0.4% 0.8% 0.1%E-7 65.0% 11.2% 4.2% 2.1% 12.6% 2.1% 1.4% 0.7% 0.0% 0.7%All Navy E-6 52.1% 5.2% 9.1% 1.2% 17.5% 4.4% 8.8% 0.8% 0.7% 0.1%E-6 49.1% 15.6% 5.9% 1.3% 15.9% 4.4% 4.7% 0.6% 1.6% 0.9%All Navy E-5 46.8% 6.6% 10.7% 2.4% 17.0% 5.8% 8.5% 1.5% 1.5% 0.3%E-5 52.9% 14.9% 8.7% 2.4% 5.3% 4.1% 7.0% 3.2% 1.1% 0.4%All Navy E-4 44.4% 6.9% 13.3% 2.9% 15.4% 4.2% 9.3% 1.7% 2.1% 0.5%E-4 54.9% 11.2% 10.5% 3.4% 6.3% 2.6% 6.7% 3.7% 0.4% 0.4%Navy E-1 to E-3 36.6% 6.0% 14.9% 3.8% 16.7% 4.7% 11.5% 2.6% 2.6% 0.6%E-1 to E-3 45.3% 13.8% 8.0% 2.2% 11.2% 2.9% 10.1% 1.5% 3.6% 1.5%
Overall MC community diversity 2008
Green – exceed Navy Yellow 90-100% of Navy Red - less than 90% of NavyGreen – exceed Navy Yellow 90-100% of Navy Red - less than 90% of Navy
Overall MC Community Diversity2009
40
Civilian Media & PA Diversity Gender Comparison
Data from Fedscope (Full Time Perm only, as of September 07: including Marine Corps)
Minority ComparisonMinority by Grade
Gender by Grade
45% 45% 39%32%
55% 55% 61%68%
0%
20%
40%
60%
80%
100%
<=GS 8 GS 9-11 GS 12-13 GS 14-15
Female Male
27%20% 15%
0%
73%80% 85%
100%
0%
20%
40%
60%
80%
100%
<=GS 8 GS 9-11 GS 12-13 GS 14-15
Minority Non-minority
23% 20% 19%
77% 80% 81%
0%
20%
40%
60%
80%
100%
Federal DoD DoN
Minority Non-minority
50%40% 43%
50%60% 57%
0%
20%
40%
60%
80%
100%
Federal DoD DoN
Female Male
Per
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atio
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atio
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Multicultural Competence Characteristics: Personal
• Self-awareness of– How socialization effects your perspectives– How cultural heritage effects your perspectives
• Sensitivity toward publics– Recognize potentially sexist, racist, patronizing
communication– Recognize the extent of the influence of your
avowal cultural identity has on sensitivity toward members of same and different cultural publics
Multicultural Competence Characteristics: Skills
• Basic Communication Management– Research– Listening– Establishing trust among public/market– Establishing acceptance among public/market
• Understanding of Publics– Economic, social environments– Media, entertainment environments– Language and dialects
Practical Approach to Multicultural Communication
and Competence• Isn’t this a lot?
– Yes, but it’s nothing new just applying what we’ve been doing with “international markets” to specific or niche domestic markets
– It takes time
Practical Approach to Multicultural Communication
and Competence
RESEARCH
Practical Approach to Multicultural PR and
Competence• How do I pitch it to decision makers or management?
– Come in with the facts, stats, case studies, resources to get it done
– Emphasize the impact on the bottom-line• Recruitment• Retention of employees
– Work from a team approach• Human resources• Diversity management
Practical Approach to Multicultural Communication
• How can I put this into practice?– Reading, watching and studying
contemporary society– Get out of your comfort zone– Continue learning, listening outside of
your industry– Network – Pass it on– Repeat the above
Could you prevent
this?Intel’s Response
http://blogs.intel.com/views/2007/07/sprinter_ad.php
Practical Approach to Multicultural Communication
• Message test
Outcomes Tactics• Special Events• Media Relations• Information
Campaigns• New Media/Social
Networking• Advertising• Interpersonal
• Receive messages accurately
• Improve cooperation• Improve understanding• Establish long-term
relationships• Affirm cultural identity• Reinforce self-concepts• Increase organizational
respect for diversity
Same Important Factors
• Intercultural Sensitivity
• Values
• Language
• Social Roles and Social Identity
• Avoidance of Ethnocentricity
For More InformationRochelle L. Ford, Ph.D, APR
Associate Dean, Research and Academic Affairs
John H. Johnson School of Communications
Howard University
525 Bryant Street NW
Washington DC 20059
(202) 806-6528(o)