Deborah Rhodes A new approach to achieving shared + relevant developmental change

Cross-cultural approach to developmental change

Development Futures

Conference

Deborah RhodesNovember 2013©Deborah Rhodes and Ernest Antoine,

Leadership Strategies

©Deborah Rhodes and Ernest Antoine, Leadership Strategies

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Why a new approach?

• 60+ years of aid and development fads– Practitioners and academics from donor countries

inventing new approaches after deciding the current one doesn’t appear to work

– Maybe, they have all been limited by lack of recognition of fundamental differences in cultural values between those who contribute aid and those who are expected to change?


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©Julie Smith


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Why isn’t there a stronger correlation between aid and development progress?

Lack of shared agreement/understanding about causes of poverty in diverse contexts

Complexity of motivations & inconsistent political will behind aid Complexity of identifying context-specific and effective

development responsesAid is just one of many contributorsToo many players using inconsistent approachesDevelopment takes a long time: aid programs too shortNot enough aid relative to scale of issuesComplex or over-ambitious objectivesLack of shared commitment to particular kinds of change…..


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Central argument of this workshop:

• ‘Aid will be much more effective if donors and aid practitioners consider, understand and take account of the cultural values that underpin the process of change in people, organisations and societies’

• Specifically, aid efforts are more likely to be relevant, owned, locally led and address shared priorities if cultural values are factored into practice


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Cultural values have an influence on:Not only who we are, but also:The way change happensThe nature and extent of capacity of people and

organisationsPerceptions about whether change is neededPerceptions about leadership and ownershipPerceptions about risk and uncertaintyPerceptions about relationships and partnershipsPerceptions about what success looks likeAnd many other aspects of life


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Values, norms and behaviour

Values

Norms

Behaviour


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Values, norms and behaviour• The influence of cultural values is not just

peripheral (or about cultural practices), but fundamental, because values underpin norms and behaviours

• Thus, as aid practitioners:– We need to understand differences in values– We need to understand diversity and dynamic

nature of values and influences on development– We need the skills to work cross-culturally if we are

to work effectively as aid practitioners


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So, this workshop introduces…

• A framework for understanding differences in cultural values for aid practitioners

• An opportunity for participants to consider implications for aid approaches & practices

• References to some tools and qualities that will help aid agencies and practitioners to do better in future


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Cultural Dialogue for Change


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Elements of Cultural Dialogue for Change

• Values and beliefs influence people’s behaviour• The more people from different cultures get together, the more

they are likely to be able to explore differences• If people from different cultures negotiate with each other, they

can achieve more• If people’s strengths are recognised and valued, they will be

motivated to change• If there is trust and respect, then results of collaboration will be

maximised• Changes will be sustained if changes are consistent with and

supported by those in parallel systems and other factors in the enabling environment


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Simple theory of change

Understanding of cultural values

More effective engagement

Increased capacity

Effective development

Poverty reduction


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How are cultures different?


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Gert Hofstede and the GLOBE study

Dimensions of cultural values• Power Distance • Uncertainty Avoidance • Humane Orientation • Collectivism and Individualism• Assertiveness • Gender Egalitarianism • Future Orientation• Performance Orientation


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Cultural values along different dimensions, based on Hofstede and GLOBE Study

Power Distance

©Deborah Rhodes and Ernest Antoine, Leadership Strategies 16

Individualism or collectivism


Humane orientation


Avoiding uncertainty



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Assertiveness

This is so frustrating: everyone is so polite, even when nothing gets done! (NGO Program Manager, Indonesia)


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Gender egalitarianism

As a woman, how can I be credible to the Chiefs in the National Council of Chiefs?

(Aid Worker. Consultant on a design mission)


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Future orientation

Pacific time is great! But I have to find a way of working with it, so I can keep the donor happy.

(Project Team Leader, Scholarships Program, Solomon Islands)


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Performance orientation

.. what can I say to motivate my staff to complete tasks and meet deadlines in Namibia? (Community Development Coordinator, World Vision US


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Plotting differences

©Leadership StrategiesPractitioners’ Handbook for Capacity Development: A Cross-cultural Approach


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Plot your differencesIn pairs, discuss and agree on where to plot the following along 3-4 dimensions:

1. Australia2. Your organisation3. You 4. A country that you work in 5. A partner organisation 6. A colleague in an overseas country


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So what?

• Discuss in your pair:

– What are implications of these value differences:

• For your own practice• For the work of your organisation• For perceptions about aid effectiveness


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Summary: Cultural values and capacity

• Plenty of evidence that cultural values influence:

• Behaviours of people, teams and organisations• Who has capacity or who does not• How capacity changes over time in people, teams

and organisations• How people, organisations and teams learn• How learning translates into changed behaviour


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Implications of differences in cultural differences for aid practice?

• There is little research on this topic, except:

– Jenny Pearson, 2005 ‘The Multi-Cultural Iceberg: Exploring International Relationships in Cambodian Development Organisations’ INTRAC

– Tonbias Haque, 2012 ‘The Influence of Culture on Economic Development in Solomon Islands’, SSGM Discussion Paper


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Lots of implications for capacity development (CD) work

• Any consideration of CD needs to start with understanding definition and assessment of capacity in the particular context

• CD is a process ‘owned’ by people, groups and organisations themselves – others can at best contribute, but can easily undermine

• CD is both a means and end in itself• In aid settings, CD is an inherently cross-cultural

process


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Implications of values for CD


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Tools to help you

For building shared understanding:– Talk about cultural values that

influence capacity and be open to learning

– Consider/reflect on your own cultural values

– Read about cultural values in each context

– Use a strengths based approach– Build trust– Use a cultural guide


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Tools to help you

• For assessment– Use elements of capacity and criteria for

assessment that are generated by the holders of capacity themselves (i.e. try not to use external definitions/measures of capacity)

– Use strengths based approaches which focus on existing capacity and identify priority objectives (i.e. do not use ‘needs analyses’)


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Tools to help you

• For implementation:– Consider the kinds of capacity-contributing tools

that are culturally appropriate (not just the ones you are familiar with)

– Use strengths based approaches– Build trust– Consider culturally appropriate coaching and

mentoring


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Tools to help you

• For review and evaluation:– Take cultural perspectives of success into account– Give value to cultural values and their influence on

perspectives about success– Use participatory approaches to data collection

and analysis, so cultural values are reflected in results

– Recognise cultural values in reports


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Qualities you might need to be culturally competent

• Ability to reflect on your own values and understand their implications for your practice

• Ability to suspend judgment while observing and learning about others’ values

• Ability to adapt• Ability to navigate different cultural values • Ability to translate perspectives between

developing countries and donors


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Your thoughts and reactions?

ReferenceDeborah Rhodes and Ernie Antoine, 2013Practitioners’ Handbook for Capacity Development: A Cross-Cultural Approach


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References• Hofstede, G. 1980 Culture’s consequences:

International differences in work-related values. BeverleyHills, CAP: Sage.

• Hofstede, G. and G.J. Hofstede. 2005 Cultures and organizations: Software of the mind. McGraw Hill

• House, R. J. et al (editors), 2004 Culture, Leadership and Organizations: The GLOBE Study of 62 Societies, SAGE

• Rhodes, D and Antoine, E, 2013 Practitioners’ Handbook for Capacity Development: A Cross-Cultural Approach, Leadership Strategies

Deborah Rhodes A new approach to achieving shared + relevant developmental change

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