Facilitator name Organisation name

1. Facilitator name Organisation name Supported by funding from the Australian Government - Department of Immigration and Citizenship under the Settlement Grants Program funding program

2. Volunteering in Australia • Introduction to [Organisation] • Why we exist • What we do • What our volunteers do • How you can get involved in volunteering with us

3. Cultural Awareness for Volunteering in Australia: Workshop Outline • Volunteering in Australia • What is volunteering? • The benefits of volunteering • Cultural Awareness • Understanding culture and cultural adaptation • Working with Australians: Finding the 3rd Culture • How to Volunteer • Volunteering Opportunities • Becoming a Volunteer

4. What is “Volunteering”? Volunteering is seen in different ways and is called by different names, but ‘helping the community’ is a universal value in all cultures. People all over the world offer their help to others free of charge. They do this for friends (informally) and through organisations (formally).

5. What is “Volunteering”? • Formal volunteering is an activity which usually takes place through organisations and is done • To benefit the community and the volunteer • Of the volunteer’s own free will • For no financial payment • In designated volunteer positions only

6. Who Volunteers in Australia? • Over 6 million Australians are volunteers, helping organisations in; • Emergency services • Welfare • Environment and conservation • Teaching • Fundraising • Managing and administration

7. The Benefits of Volunteering:Why do people volunteer? • Helping their community • Personal satisfaction • Making friends and having fun • Gaining skills and work experience • Putting values and beliefs into practice

8. What are some other benefits of volunteering for new & emerging community members to Australia? • Increase your understanding of the services available to your community • Help your community and society • Increase your understanding of and adjustment to Australian society • Improve your English skills • Increased acceptance and belonging

9. Why does [our organisation] want newcomers to Australia to volunteer? • New perspectives and ideas • New skills • Languages • Understanding different communities • Contacts in new communities • A wider pool of volunteers and future staff

10. Why does [our organisation] want new people to Australia to volunteer?[Our Organisations’] Values • [Our Organisation’s] Values • Insert, eg. Service to the community • Insert, e.g Respect for all people • Insert, e.g Inclusion of all people

11. The importance of values • Your values are important to you and others • They define what you believe • They guide how you behave and how you expect others to behave

12. All Cultures Share Core Human Values • Respect for human dignity • Respect for basic rights • Good citizenship • The Golden Rule: Do unto others… These values are expressed and upheld in culturally different ways.

13. Linking personal and organisational values through volunteering • Choosing the ‘right’ organisation for you to volunteer with is important • Learning about the values of an organisation is an important first step • A successful volunteering experience = • Matching your values with those of an organisation and • Helping the organisation fulfill its mission

14. Cultural Diversity in Australia:Group Profile • Group Profile • Your name • Your country of birth • Your parents’ country or countries of birth

15. High ContextLow ContextCultures Cultures Spanish Greek Italian Arabic English Vietnamese Australian Japanese U.S.A Korean Swedish Chinese German Aboriginal Organisational Cultures Cultures

16. Cultural Diversity in Volunteering: Key Statistics* for South Australia • 21% born in more than 200 countries: • 10% from English-speaking countries • 11% from non-English speaking countries • Top 10 new migrant source countries: • United Kingdom, India, China, Philippines, Afghanistan, South Africa, Korea, Malaysia, Vietnam and Iran • Other new and emerging communities: • Sudan, Thailand, Congo, Burma, Bhutan, Iraq, Kenya, Liberia, Zimbabwe, Burundi and Ethiopia *ABS Census 2006

17. Understanding CultureGeneralising vs Stereotyping • When we study and compare cultures we need to make general observations of the way people do things. • But we also need to remember we are dealing with individuals, not cultures. • It is necessary to understanding the difference between generalising and stereotyping.

18. Australians tend to be individualistic Germans tend to value efficiency and formality U.S. Americans tend to praise personal success highly Australians are selfish Germans are uptight Americans are show-offs Generalising vs Stereotyping

19. Understanding CultureWhat is "Culture"? • The learned and shared behaviour of a society, its ‘common sense’. • A society’s set of spiritual, material, intellectual and emotional features. • “It’s the way we do things around here.”

20. Understanding Culture: What’s “different” about Australian culture? • Obsession with sport • Families don’t always live nearby or stay in close touch • Many people don’t practice a religion • Being expected to be actively involved in your childrens’ education • Strangers asking “How are you today?” • Being invited to a party and asked to “bring a plate” or told it’s “B.Y.O.”

21. Understanding "Culture" The central question to ask about different cultural views and actions is: “Why?” Why do ‘they’ do things that way? Why do ‘we’ do things this way?

22. The Four Basic Elements of Intercultural Communication

23. Verbal Behaviour Accent: “I love/can’t stand that accent!” Tone of Voice:“Don’t take that tone with me” Volume: “Why do they talk so loudly?” Rates of Speech: “Australians talk so fast!” Jargon and Slang: “Ramp up.” “Bludger”

24. Verbal Behaviour Metaphors: “Don’t beat around the bush.” Idioms: “Pull yoursocks up” Swearing: “G’day you old bastard.” Joking: “Just kidding. Can’t you take a joke?”

25. Verbal Behaviour: Australian Humour • Making sarcastic or cynical comments about others, giving them insulting nicknames • WHY? Testing a person’s sense of self-importance and ‘sense of humour’. A social levelling tool. • RESPONSE: Laugh it off. Return the ‘favour’ • Making fun of, mocking other’s achievements • WHY? ‘Tall poppy syndrome’ – another way of social levelling and reducing power imbalance • RESPONSE: Accept in a spirit of joking humility.

26. Verbal Behaviour: Australian Humour • Casual and constant joking and banter or teasing humour at work. • WHY? Informality is valued. Joking is a way of being friendly and a good way of getting things done. • RESPONSE: Don’t take offence. Don’t interpret as not being serious about work. • Telling ‘tall tales’ – untrue stories or facts – in a serious voice to trick the listener. • WHY? Social levelling by reducing others’ seriousness and testing their sense of humour • RESPONSE: Laugh at the trick. “You had me there!”

27. Verbal Behaviour: Australian Swearing • Swearing ‘casually’, inserting rude words into general conversation. (More neutral tone of voice.) • WHY?Another form of informality and social levelling • RESPONSE: Don’t take it personally. Don’t interpret it as anger or aggression • Swearing ‘seriously’ to intentionally insult, criticise or complain. (Harsh or loud tone of voice.) • WHY? Expressing anger, disapproval, aggression. • RESPONSE: Apologise for, or verbally defend, your actions or intentions.

28. Verbal Behaviour: Organisational Culture and Etiquette Introductions and Conversation • Direct approach to people is acceptable • Introduction by third party valuable • Use of first names on first meeting • Some topics of conversation, such as politics and religion can be ‘unsafe’ but opinions are respected, and frankness valued • Humour, including banter, is appreciated • Language: Ask if terms, jargon, slang, idiom are confusing.

29. Non-Verbal Behaviour: Australian Norms • People normally stand about 1 meter apart • Direct but not intense eye contact is expected • Except for handshakes, people don’t touch each other very much. Women don’t always shake hands • If unsure, ask about what dress standards are expected • People only kiss friends in public and only once on the cheek.

30. Communication Style: Australian Norms • State your case directly, not indirectly • Silence in a conversation is uncomfortable • Use of humour and irony is common • Impolite to interrupt someone, but turn taking in conversation takes practice • ‘Yes’ means ‘yes’

31. Communication Style: Organisational Culture and Etiquette • Low on formality and high on informality • First name basis very early • Hierarchy is recognised but little deference is shown • Titles and honorifics rarely used • More respect for achievement than position • Dress codes fairly relaxed – but observe others and ask if not sure

32. Communication Style: Meetings • Punctuality is highly valued. Call if running late (late = 10-15 minutes) • Never arrive unannounced. Arrange meetings well ahead if possible. • Meetings are time- and agenda-driven • Some small talk at beginning is acceptable and expected, but only briefly • People tend to get to the point quickly

33. Dimensions of Cultural ValuesHigh ContextLow Context Cultures Cultures Spanish Greek Italian Arabic English Vietnamese Australian Japanese U.S.A Korean Swedish Chinese German Aboriginal Organisational Cultures Cultures

34. The Dimensions of Cultural Values • High Context Cultures • Members share and need to have a deeper, more complex body of understood experience and assumptions as the basis of cooperation. “Who you are” • Low Context Cultures • Members have and need less shared knowledge as basis for cooperation. Defined roles and codes take the place of assumptions.“What you do”

35. High Context Cultures Collectivist Being-oriented Long term view Given status Verbal agreements Formal Low Context Cultures Individualist Doing-oriented Short term view Achieved status Written agreements Informal Values and Attitudes

36. Australian Organisations: Values and Attitudes • Organisations value equality and fairness, but these are not always practiced • Informality is a sign of equality • Structures are flatter, communication between levels is more direct • Groups recognise members as individuals first, group members second • Change is part of working life

37. Australian Organisations: Values and Attitudes • Strong focus on time efficiency and deadlines • Planning is usually short term • Results are more important than relationships • Workplace relationships do not necessarily or usually extend into personal life • People work to live, not live to work

38. Understanding Cross-Cultural Adaptation • Immigrants: Change by choice • Own decision. Preparation. Resources. Networks. • Stronger sense of identity, self-worth, competence, security, belonging and acceptance. Looking forward. • Refugees: Change by chance • Others’ decision. Little or no preparation. No or very few resources. Limited or no networks. • Weaker sense of identity, self-worth, competence, security, belonging and acceptance. Looking backward.

39. Common Intercultural Fears • Making a fool of oneself • Being ridiculed, offended or embarrassed • Embarrassing or offending someone   • Giving or getting wrong information  • Making or forming a bad impression  • Becoming or appearing confused • Being excluded, rejected, lonely

40. Stages of Cultural Adaptation 1: Contact/Honeymoon 2: Disintegration/Disorientation 3: Re-integration/ Irritability & Hostility 4: Autonomy/Adjustment & Integration 5: Independence/ Biculturality

41. Stages of Cultural AdaptationStage 1: Contact/ Honeymoon • Differences are interesting • Insulated by own culture • Perceptions of new culture screened by own culture • Excitement, stimulation, discovery • Curious, assured, positive

42. Stages of Cultural AdaptationStage 2: Disintegration/Disorientation • Differences, contrasts have more impact, begin to intrude • Loss of cultural support from home culture • Misreading new cultural cues • Confusion, isolation, apathy, feelings of inadequacy, loss of self-esteem • Depression, withdrawal

43. Stages of Cultural AdaptationStage 3: Reintegration/Irritability and Hostility • Differences are rejected • Anger, rage, nervousness, anxiety, frustration • Suspicion, rejection, exclusion, opinionated • Rejection of the new culture • Pre-occupation with likes and dislikes • Self-assertive • Growing self-esteem

44. Stages of Cultural AdaptationStage 4: Autonomy/Adjustment & Integration • Differences and similarities are recognised • Self-assured, confident, relaxed, warm • Can negotiate most new situations • Assured of ability to deal with new experiences

45. Stages of Cultural AdaptationStage 5: Independence/Biculturality • Differences and similarities valued, accepted, important • Trust, humour, love, full expression • Capable of choice, creating meaning for situations

46. The Intensity of the Cultural Adaptation Experience Increases when… • Cultures & languages are very different • We are immersed in the new culture • We feel isolated from our own culture • We have little intercultural experience • Our expectations are not met • We are visibly different from majority • We have lost status, power and control

47. Cultural Adaptation: Summary • Most people experience similar feelings and stages of disorientation in a new culture • Can result in a range of issues, emotions and behaviours • Adaptation happens at different speeds for different people • Involvement in volunteering can help people adjust to the new culture

48. Cross-Cultural Bridge Building: Learning How to Communicate and Work As Equals • In Australia, we will always come into contact with people from many different cultures, with • Different perspectives • Different experiences • Different ways of doing things • The key to living and working as equals is to communicate across the invisible gaps between cultures and understand the values that are shared.

49. Bridging Intercultural Gaps: The Iceberg Metaphor Visible: Words & Actions Invisible: Values & Attitudes B A

50. Culture A: Visible Little eye contact Low volume speech Invisible: Values Respect Politeness Interpretation of B Aggressive & Rude Culture B: Visible Direct eye contact High volume speech Invisible: Values Equality Directness Interpretation of A Evasive & Weak Bridging Intercultural Gaps: The Iceberg Metaphor