Conceptualizing Multicultural Perspective Taking Skills

Rentsch, Joan R.; Gunderson, Allison; Goodwin, Gerald F.; Abbe, Allison

doi:10.21236/ada475097

Cited by 6 publications

(4 citation statements)

References 60 publications

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“…At least two definitions of social perceptiveness exist in the literature. One KSAO, social perceptiveness-individual, involves relating to other individuals and is consistent with much of the individual-differences literature on social intelligence that focuses on understanding others (e.g., Chapin, 1942;Kihlstrom & Cantor, 2000;Moss, Hunt, Omwake, & Ronning, 1927;O'Sullivan, Guilford, & deMille, 1965;Rentsch, Gundersen, Goodwin, & Abbe, 2007;Schneider & Johnson, 2005). Schneider and Johnson (2005) found that social perceptiveness is related to effective supervision and social presence, which is defined as being persuasive, engaging, and carrying oneself well.…”

Section: Mental Agilitymentioning

confidence: 55%

Knowledge, Skills, and Abilities for Military Leader Influence

Wisecarver¹,

Schneider²,

Foldes³

et al. 2011

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Effective military leadership is contingent upon a host of performance capabilities. One capability central to success is effective influence across a variety of contexts and people. In the Army, leaders at all levels must be able to influence others across different types of missions. Leaders must be able to influence their own unit and chain of command, as well as personnel from other government agencies, nongovernmental organizations, and joint, combined, and host nation elements. Because influence has a central role in leadership, it is critical to ensure that influence capabilities are an integral element of the leader assessment and development process. Thus, it is necessary to have a comprehensive picture of the knowledge, skills, abilities, and other characteristics (KSAOs) underlying effective influence behaviors. This report identifies leader influence strategies, describes 64 KSAOs relevant to leader influence, and provides recommendations for measuring and training KSAOs. The identified KSAOs serve as targets for building training and assessment interventions designed to enhance Army leaders ability to influence. Procedure: We reviewed existing academic and military literature regarding leader influence, KSAOs related to influence, and training strategies that could be applied to develop these KSAOs. Relevant literature included social capital, power, influence tactics, persuasion tactics, and impression management. Two models of leader influence-one pertaining to building influence capability and one pertaining to applying influence strategies-were developed from the literature. We organized KSAOs into proximal, medial, and distal predictors (i.e., immediate, midrange, and distant predictors) of influence behaviors. Proximal predictors included selfregulation and procedural knowledge and skills, medial predictors included declarative knowledge and influence motives, and distal predictors included cognitive attributes, noncognitive attributes (e.g., personality), and leadership/influence experience variables. We identified existing measures for the KSAOs and we rated measurement approaches for their utility in assessing each KSAO. Additionally, potential training methods were reviewed and considered visa -vis the KSAOs. Findings: The review indicates that complex relationships among power, influence tactics and influence outcomes exist. With respect to outcomes (i.e., compliance, commitment, and resistance), hard influence tactics (pressure, coalitions, legitimating) are more likely to result in compliance. Conversely, soft tactics-particularly rational persuasion, inspirational appeals, and consultation-result in higher commitment and are more effective at influencing others. vi Regardless of the tactic used, influence attempts are more likely to result in favorable outcomes when the leader has high referent power. Research also suggests that applying multiple influence tactics in combination is useful, but research has not yet delineated the best approaches for leaders to combine and sequence tactic...

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Section: Mental Agilitymentioning

confidence: 55%

Knowledge, Skills, and Abilities for Military Leader Influence

Wisecarver¹,

Schneider²,

Foldes³

et al. 2011

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“…Additional research is needed to identify the specific learning principles and cultural competencies that apply to the use of gaming environments for cross-cultural role-play as a training medium. For example, perspective-taking is increasingly acknowledged as an important skill with regard to cross-cultural competency (Abbe, Gulick, & Herman, 2008;Rentsch, Gunderson, Goodwin, & Abbe, 2007). We hypothesize that a game-based role-play environment may facilitate perspective-taking as learners utilize extraction skills to interpret subtle cultural cues from alternative roles within the game environment.…”

Section: Discussionmentioning

confidence: 99%

Using Gaming Environments to Support Cross-Cultural Role-Play

Pepe¹,

Santarelli²

2009

Ergonomics in Design: The Quarterly of Human Factors Applicatio

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Game-based simulations are being designed to portray the immersive experience of live role-play while providing a cost-effective, visually compelling, and easily accessible medium for military training. In this article, we discuss issues involved in using role-play for cultural training and describe a pilot study comparing live role-play versus role-play in a recently developed simulation environment. Developers of training involving role-play should realize (a) the importance of proper preparation for all involved and (b) the significance of the game-based interface in allowing the user to be able to convey and appreciate the cultural and interpersonal aspects of the interaction.

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“…It depends on understanding how status differences (gender, age, kinship, power status) contribute to the situation. Recently, some research has examined factors supporting multicultural perspective taking (Rentsch, Gunderson, Goodwin, & Abbe, ), and ways to increase perspective taking skills (Gehlbach, Young, & Roan, ; Roan et al ., ). There is also some literature on the process of gaining empathy with others to understand what they think and feel (Ickes, ), but we did not locate any guidance for police/military personnel.…”

Section: Discussionmentioning

confidence: 99%

Police and Military as Good Strangers

Klein¹,

Klein²,

Lande

et al. 2015

J Occupat & Organ Psyc

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The objective of this project was to understand why and how some police officers and military personnel are more effective than others at managing civilian encounters without creating hostility -'Good Strangers' (GSs). We conducted cognitive task analysis (CTA) interviews with 17 US police officers and 24 US warfighters (Marines and Army soldiers). The interviews yielded a total of 38 incidents (17 police and 21 military), which we used to identify critical skills for functioning as GSs. These skills centred on having a sensemaking frame that established a professional identity as a GS -Someone who seeks opportunities to increase civilian trust in police/military. This frame requires skills in gaining voluntary compliance, building rapport, trading off security and other frames versus trust building, and taking the perspective of civilians. Practitioner pointsTo work effectively with civilians, police and military personnel need to use a Good Stranger frame, which casts each encounter as an opportunity to build trust. This GS frame requires skills such as trading off security to be seen as trustworthy, perspective taking, gaining rapport, gaining voluntary compliance rather than coercive compliance, and de-escalating tense situations. The GS frame may be surprisingly easy to acquire for some police and military; observation of role models and their effectiveness seems to be a powerful training opportunity. Other training leverage points involve peer pressure, becoming more effective at gaining civilian cooperation, and recognizing the problems created by failing to build trust.

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Conceptualizing Multicultural Perspective Taking Skills

Cited by 6 publications

References 60 publications

Knowledge, Skills, and Abilities for Military Leader Influence

Knowledge, Skills, and Abilities for Military Leader Influence

Using Gaming Environments to Support Cross-Cultural Role-Play

Police and Military as Good Strangers

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