Cross-Cultural Competence (3C)
The present research endeavor was designed to assess the utility of cultural intelligence (CQ) as an emergent organizational level construct using samples of military organizations.
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 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.
This report discusses cross-cultural competence (3C) training, development, and assessment in the U.S. Army.
Analysis of Cross-Cultural Leadership Competencies for United States Military Leaders: A Study of United States Military Security Assistance Officers in Cairo, Egypt
This study examined the essential cross-cultural leadership competencies military leaders need in order to be successful in their roles as Security
Assistance Officers (SAO).
Snapshots are distributed to over 1800 recipients across the Defense Department.
The Journal of Culture, Language and International Security is issuing a Call for Papers for the December 2014 issue.
Professor Safdar is the Director of the Centre for Cross-Cultural Research at the University of Guelph where she and her students conduct research that lies broadly within the area of cross-cultural psychology. Watch her TedTalk here.
The Air Force Negotiation Center of Excellence was awarded the General Counsel's Alternative Dispute Resolution Award for 2013.