This report presents a framework for cross-cultural competence in Army leaders, reviews empirical research on predictors of intercultural effectiveness, and describes existing measures of cross-cultural competence and related constructs.
The purpose of this summary report is to detail the progress made in identifying potential barriers and gaps within organizations and to serve as a resource for the development of a Cross-Cultural Competence (3C) White Paper.
This report discusses how and why culture matters to the military by analyzing both the operational environment and culture, and recommending an empirically-based pre-deployment training program that trains military members to operate at a higher level of effectiveness required for stability operations and today’s “strategic sergeant” informational environment.
Increasingly, the United States Army operates in multinational, and therefore, multicultural, environments. Teamwork within such settings requires the ability to see events as members of other cultures see them. The goal of the research was to define a set of multicultural perspective taking skills that will enable Army leaders to function effectively in multinational alliances.
This monograph proposes that a major deficiency in current Joint doctrine is the failure to conduct cultural assessment of population groups in an area of operations and to integrate these results into the campaign planning process.