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Fundamentals of Case Management Practice:
Skills for the Human Services, Third Edition
Chapter Four
Applying the Ecological Model: A theoretical Foundation for
Human Services
By
Nancy Summers
Published by
Brooks Cole
Cengage Learning
2009
CULTURAL COMPETENCE
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Our perceptions and attitudes are influenced by our own culture.
Ethically we have a responsibility to become acquainted with
cultures that differ from our own and with which we have extensive
contact.
The only way to work with people from different cultures is to see
them as unique individuals and make every effort to perceive them
accurately.
WHERE DO OUR DIFFERENCES LIE?
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Cultures - Generally refers to an entire society within a specific
political boundary wherein the citizens share a common
understanding.
Subcultures - Within a society are smaller groups who hole the
dominant culture but also hold specific ideas and beliefs that may
differ from the dominant culture in some ways.
Race and Ethnic Groups - Societies can have different races and
ethic groups within them. Race refers to a group who are
biologically similar while ethnic group refers to a group of people
who share a common cultural heritage.
WE-VERSUS-THEM ATTITUDE
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We learn who is in our in-group and who are in the out groups
through our socialization.
In-groups are seen as acceptable. They are seen as being more
like ourselves.
Out-groups are generally groups with whom we do not often interact
and with whom we feel uncomfortable
We often describe in-groups favorably while we are often suspicious
of the motives of out-groups.
We-Versus-Them attitude develops when we use our own culture to
judge the culture of others.
STRANGERS
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When we meet people who do not think, act, or believe as we do we
often find them strange.
Often their ways of thinking and acting are unfamiliar to us.
It is always the dominant culture that defines who is a stranger.
As the world becomes more global we are likely to encounter people
who are different from ourselves.
It is often up to the social service worker to help immigrants make a
smooth adjustment to a new culture. Immigrants who become
competent in the dominant culture are healthier.
ANXIETY AND UNCERTAINTY
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It is common to feel anxious when we attempt to interact with
individuals from different cultures.
We need to manage those feelings so they do not impede our
communication with others.
In order to feel less anxious we may interpret the stranger’s
behavior or beliefs through our own culture.
The more we can feel the person is like us, the less likely we are to
feel anxious.
THOUGHTLESS VERSUS THOUGHTFUL
COMMUNICATION
Ways we can make our communication more thoughtful:
 Recognize our tendency to categorize - look at how we might
stereotype a person.
 Look for exceptions - seek exceptions to our stereotypes
 Check our attributions - Do we see negative behavior in others as
being part of their poor character while our negative behavior is
blamed on circumstances?
 Evaluate our scripts - People from different cultures may not have
the same scripts we do and thus we misunderstand their actions.
 Check our perceptions - Check with the other person to see if your
perceptions are correct.
 Allow for differences - Recognize there is a lot you don’t know and
be open to finding out more.
DIMENSIONS OF CULTURE
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Basically most cultures fall into either an individualistic culture or a
collectivistic culture.
Individualistic cultures tend to place an emphasis on the individual.
Collectivistic cultures tend to place more emphasis on the group.
Many researchers believe communication can be better facilitated if
we know whether the person with whom we are meeting comes from
an individualistic culture or a collectivistic culture.
INDIVIDUALISTIC CULTURES
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Are more vertical - people are expected to stand out from others
Value freedom
Promote self-fulfillment
Emphasize individual initiative and achievement
Emphasize the need and goals of individuals over the group
In-group influence is specific to time and place and not general
Support unique individual beliefs
Maximize individual outcomes
For more differences see pages 93 - 98 in your textbook, Fundamentals of Case
Management Practice
COLLECTIVISTIC CULTURES
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People are not expected to stand out
A value is placed on equality
Cooperation occurs with in-group members
In-group members look out for each other
Require that people fit into the group
Emphasize belonging
Group goals are emphasized
There are shared group beliefs
Tend to apply different value standards to members of the in-group
as compared with members of out-groups
For more differences see pages 93 - 98 in your textbook, Fundamentals of Case
Management Practice
OBSTACLES TO UNDERSTANDING
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Stereotypes - assumptions about people from a particular group
and we do not question these assumptions.
Ethnocentrism - we use the standards of our own culture to judge
the behavior and culture of other people.
Prejudice - based on a stereotype we avoid or deny certain things
to people from this group.
Conflict - cultural misunderstandings turn into hostility and conflict.
CHANGING ATTITUDES
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We can change our attitudes toward strangers and members if outgroups.
Contact, especially contact around substantive issues is helpful
Stress cooperation rather than competition.
Learn to see members of other groups as individuals rather than as
representatives of our own biases and stereotypes.
Remain open to learn more.
Confirm to others that they are valuable to you as individuals, that
their experiences and concerns are important, and that you are
willing to become involved to help them resolve their problems.
WORKERS WHO ARE CULTURALLY
COMPETENT
Workers who are culturally competent are:
 Adaptable to situations.
 Flexible in choosing how to respond to situations.
 Have a commitment to give high-quality service to every person who
comes for assistance.
 Lets others know they have been heard and their concerns are
significant.
 Are respectful of others regardless of culture.