We argue that a way culture influences decisions is through the reasons that individuals recruit when required to explain their choices. Specifically, we propose that cultures endow individuals with different rules or principles that provide guidance for making decisions, and a need to provide reasons activates such cultural knowledge.

In this article, the authors advanced a cultural view of judgment biases in conflict and negotiation, analyzing these biases and practices in individualist versus collectivist societies.

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.

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.

Overview

 

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.

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).